When real true wisdom is integrated with da6 to day life and that reflects out in all our action, it becomes THE devotion
Be close to clients. Regularly and as often as possible not just greet but meet the customers and discuss their details desires and demands in detail. Bring about perfection and excellence in all you do reflect in the quality of the services and products you offer. Go the extra mile as often as require to deliver better experience to customers who deal with you. Cyrus mistry. Tata group chairman
Be close to clients. Regularly and as often as possible not just greet but meet the customers and discuss their details desires and demands in detail. Bring about perfection and excellence in all you do reflect in the quality of the services and products you offer. Go the extra mile as often as require to deliver better experience to customers who deal with you. Cyrus mistry. Tata group chairman
Your children are not your children. They are the sons and daughters of Life’s longing for itself. They
come through you but not from you. You may give them your love but not your thoughts. For they have
their own thoughts.
You see, God helps only people who work hard. That principle is very clear.
You have to dream before your dreams can come true
You cannot change your future, but you can change your habits, and surely your habits will change your
Without your involvement you can’t succeed. With your involvement you can’t fail.
Why be afraid of difficulties, sufferings and problems? When troubles come, try to understand the
relevance of your sufferings. Adversity always presents opportunities for introspection.
When you speak, speak the truth; perform when you promise; discharge your trust… Withhold your hands
from striking, and from taking that which is unlawful and bad..
When learning is purposeful, creativity blossoms. When creativity blossoms, thinking emanates. When
thinking emanates, knowledge is fully lit. When knowledge is lit, economy flourishes.
What makes life in Indian organizations difficult is the widespread prevalence of this very
contemptuous pride. It stops us from listening to our juniors, subordinates and people down the line.
You cannot expect a person to deliver results if you humiliate him, nor can you expect him to be
creative if you abuse him or despise him. The line between firmness and harshness, between strong
leadership and bullying, between discipline and vindictiveness is very fine, but it has to be drawn.
What is the the secret of success? Right decisions. How do you make right decisions? Experience. How do
you gain experience? Wrong decisions.
What actions are most excellent? To gladden the heart of a human being, to feed the hungry, to help the
afflicted to lighten the sorrow of the sorrowful and to remove the wrongs of injured..
We will be remembered only if we give to our younger generation a prosperous and safe India, resulting
out of economic prosperity coupled with civilizational heritage.
We should not give up and we should not allow the problem to defeat us.
We are all born with a divine fire in us. Our efforts should be to give wings to this fire and fill the
world with the glow of its goodness.
Unless India stands up to the world, no one will respect us. In this world, fear has no place. Only
strength respects strength.
To succeed in your mission, you must have single-minded devotion to your goal.
Those who cannot work with their hearts achieve but a hollow, half-hearted success that breeds
bitterness all around.
This is my belief: that through difficulties and problems God gives us the opportunity to grow. So when
your hopes and dreams and goals are dashed, search among the wreckage, you may find a golden
opportunity hidden in the ruins”.
Thinking should become your capital asset, no matter whatever ups and downs you come across in your
Thinking is the capital, Enterprise is the way, Hard Work is the solution
Thinking is progress. Non-thinking is stagnation of the individual, organisation and the country.
Thinking leads to action. Knowledge without action is useless and irrelevant. Knowledge with action,
converts adversity into prosperity
The world has today 546+ nuclear plants generating electricity. Their experience is being continuously
researched, and feedback should be provided to all. Nuclear scientists have to interact with the people
of the nation, and academic institutions continuously update nuclear power generation technology and
The sides of the mountain sustain life, not the peak. This is where things grow, experience is gained,
and technologies are mastered. The importance of the peak lies only in the fact that it defines the
The bird is powered by its own life and by its motivation.
Sometimes, it’s better to bunk a class and enjoy with friends, because now, when I look back, marks
never make me laugh, but memories do.
Problems are common, but attitude makes the difference!!!
One of the very important characteristics of a student is to question. Let the students ask questions.
Once your mind stretches to a new level it never goes back to its original dimension
My worthiness is all my doubt His Merit- all my fear- Contrasting which my quality Does however appear
My message, especially to young people is to have courage to think differently, courage to invent, to
travel the unexplored path, courage to discover the impossible and to conquer the problems and succeed.
These are great qualities that they must work towards. This is my message to the young people
Man needs difficulties in life because they are necessary to enjoy the success.
Look at the sky. We are not alone. The whole universe is friendly to us and conspires only to give the
best to those who dream and work.
Look at the sky. We are not alone. The whole universe is friendly to us and conspires only to give the
best to those who dream and work.
Life is a difficult game. You can win it only by retaining your birthright to be a person.
Let us sacrifice our today so that our children can have a better tomorrow.
Let not thy winged days be spent in vain. Whenonce gone no gold can buy them back again.
Let me define a leader. He must have vision and passion and not be afraid of any problem. Instead, he
should know how to defeat it. Most importantly, he must work with integrity.
Learning gives creativity Creativity leads to thinking Thinking provides knowledge Knowledge makes you
It Is Very Easy To Defeat Someone, But It Is Very Hard To Win Someone
I’m not a handsome guy, but I can give my hand to someone who needs help. Beauty is in the heart, not
in the face.
If you want to shine like a sun. First burn like a sun.
If you fail, never give up because F.A.I.L. means “first Attempt In Learning” – End is not the end, if
fact E.N.D. means “Effort Never Dies” – If you get No as an answer, remember N.O. means “Next
Opportunity”. So Let’s be positive
If we are not free, no one will respect us.
If a country is to be corruption free and become a nation of beautiful minds, I strongly feel there are
three key societal members who can make a difference. They are the father, the mother and the teacher.
I will not be presumptuous enough to say that my life can be a role model for anybody; but some poor
child living in an obscure place in an underprivileged social setting may find a little solace in the
way my destiny has been shaped. It could perhaps help such children liberate themselves from the
bondage of their illusory backwardness and hopelessness?..
Great dreams of great dreamers are always transcended.
God, our Creator, has stored within our minds and personalities, great potential strength and ability.
Prayer helps us tap and develop these powers.
For great men, religion is a way of making friends; small people make religion a fighting tool.
Failure will never overtake me if my definition to succeed is strong enough
Excellence is a continuous process and not an accident.
Dreams are not those which comes while we are sleeping, but dreams are those when u don’t sleep before
Dream, Dream Dream Dreams transform into thoughts And thoughts result in action.
Dream is not what you see when you sleep at night,but dream is something which does not let you sleep.
Don’t take rest after your first victory because if you fail in second, more lips are waiting to say
that your first victory was just luck.
Difficulties in your life do not come to destroy you, but to help you realize your hidden potential and
power, let difficulties know that you too are difficult.
Desire, when it stems from the heart and spirit, when it is pure and intense, possesses awesome
electromagnetic energy. This energy is released into the ether each night, as the mind falls into the
sleep state. Each morning it returns to the conscious state reinforced with the cosmic currents. That
which has been imaged will surely and certainly be manifested. You can rely, young man, upon this
ageless promise as surely as you can rely upon the eternally unbroken promise of sunrise… and of
Creativity is the key to success in the future, and primary education is where teachers can bring
creativity in children at that level.
Confidence and Hard work is the best medicine to kill the disease called failure. It will make you
Climbing to the top demands strength, whether it is to the top of Mount Everest or to the top of your
Behind the parents stands the school, and behind the teacher the home.
Be more dedicated to making solid achievements than in running after swift but synthetic happiness
Be active! Take on responsibility! Work for the things you believe in. If you do not, you are
surrendering your fate to others.
Almost half of the population of the world lives in rural regions and mostly in a state of poverty.
Such inequalities in human development have been one of the primary reasons for unrest and, in some
parts of the world, even violence.
All of us do not have equal talent. But , all of us have an equal opportunity to develop our talents
All Birds find shelter during a rain.But Eagle avoids rain by flying above the Clouds. Problems are
common, but attitude make the difference.
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Students and faculty at western institutions of higher education walked the untrodden path, asked the
unasked questions and used their intellectual prowess to take huge leaps.They demonstrated unusual
courage to achieve the plausibly-impossible
On the other hand, let us pause and ask what the contributions of Indian institutions of higher learning,
particularly IISc ans IITs, have been over the last sixty-plus years to make our society and the world a
better place? “Is there one invention from India that has become a household name in the globe? Is there
one technology that has transformed the productivity of global corporations? Is there one idea that has
lead to an earth shaking invention to delight global citizens?”
Youngsters are our best hope, and there is no difference in the intellect, enthusiasm, energy and
confidence between the young students at western universities and at IISc
says ..NR Narayana Murthy of infosys
By PTI | 15 Jul, 2015, 06.38PM IST
s k anilkumar
+966 564 475 637
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30 Insights for a Life of Acute Brilliance
By Robin Sharma
Robin Sharma shares 30 quick and valuable insights on what to focus on as you continue your rise to world-class.
#1. The great call on our lives is to do our part to make other lives better.
#2. Get enough rest. It’s a key factor in high performance + longevity.
#3. Focus on how far you’ve come versus how far you still have to go.
#4. Make the time to thank those who have encouraged you along the way.
#5. Remind yourself relentlessly that mastery comes from going to your edges rather than clinging to what’s known.
#6. Do more things that make you happy.
#7. Practice removing complaint from your vocabulary (bonus tip: complaint is often frozen anger).
#8. See your work as your craft. And devote yourself to knowing more about what you do than anyone who has ever done what you do.
#9. Remember that creativity + peak productivity are seasonal: there’s a time to plant and a time to harvest.
#10. Be kind to strangers. You just might save a life this way.
#11. Regularly rewrite how you will have wished you will have lived on the last day of your life in your journal. This heightens your focus on doing what counts. And trains your brain to get it done.
#12. Read for an hour a day. This ritual opens up frontiers that will make you a better producer, a deeper thinker and a richer human.
#13. Walk into the situations that terrify you. This is how bravery grows. And the finest way I know of to take your power back.
#14. Know that internal power, cultivated via years of inner work (reading + visualizing + contemplating + affirming + journaling + discussing + meditating + going to conferences etc.) is exponentially more valuable (and fulfilling) than external power (titles/status/cash)…a strong character always beats a large bank account…and decency lasts longer than fame.
#15. When you stumble, just say “I am sorry”.
#16. When you hurt, just feel the hurt.
#17. When you love, just trust in it fully.
#18. When you dream, know it’s the wisest part of you suggesting the next level available to you. Take the hint.
#19. Remind yourself that health is wealth. And should you lose yours, nothing will be more important than getting it back.
#20. Protect your mindset. Negative stimuli have never been so everywhere. So please: Less news and more beauty. Less gossip and more art. Less grumbling and more gratitude.
#21. Learn from the past but don’t wallow in it.
#22. Remember that your income will never exceed your self-identity. And that your outer results mirror your inner story.
#23. When you fall, get back up. When you win, decide how you’ll make it even better.
#24. Work hard on being more present. Presence is rare these days–and a phenomenal gift to give those who intersect your days.
#25. Laugh at yourself. Life’s too short to take yourself too seriously.
#26. Trust that blaming others is excusing yourself.
#27. Know that success lies around a brilliant execution on the fundamentals.
#28. Having a grand vision is cool. Being amazing at getting it done is far hipper.
#29. Be good at living your own life + values versus great at living everyone else’s.
#30. Don’t miss the so-called ordinary pleasures every day brings to the wise soul who notices them…the singing birds or the beautiful coffee or the inspirational poem or the laughing child or the clean water or breezes winding through the lush trees…witnessing these forges a life gorgeously lived…
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The fire that burnt me to ashes will forget me
forget when and how what it brunt
the earthworm that ate the left over parts of me on mud will forget me
forget when and how what it ate up
the air that carried the smell of burning of my hair skin flesh and bones will forget me
forget when and how what it carried
the river that took my ashes to oceans will forget me
forget when and how what it dissolved
the fishes that ate the microbial remains me on mud will forget me
forget when and how what it consumed up
the friends and family will forget me
all the people will forget what all i did to them
but still many of these can remember how i made them feel
yes still some of them may remember how
i impacted their lifes
but still none of them will remember how i ached for love
yes still none of them will remember what really i desired
yes still none of them will remember what i really lived for
not even the mother from whom i came
not even the spouse who share all of my life
not even the kids born to me
but my lord who i will meet in the yonder world
who will ever forgive and forbear all my sins
and never forget my wishes and dreams..
my faith hopes and desires will not and cannot die with me
what i live for will not be forgotten
though the elements may forget me
HOW TO CREATE PERSONAL LEADERSHIP VALUE –
The leadership crash course
Be a manager or a leader
● Understand the difference between managing and leading people.
● Assess your own preference for either managing or leading.
● Understand why leadership is so important and valued today.
● Learn how leadership is different in the new globally connected business environment.
● Be clear on how to take the six modules of the Leadership Crash Course.
MODULE 1.1: THE BIG DIFFERENCE
The world is full of managers and desperately short of leaders – real leaders. Organizations all over the world spend hundreds of millions every year training people to be better managers but struggle to develop enough leaders. Sure, we need both managers and leaders – the skills of managing are valuable, indeed essential, in making things happen and keeping work on track – but they are far outweighed by the demand for leadership skills in today’s world.
Psychological research has shown what we all intuitively know: under circumstances of uncertainty or unusual challenge and difficulty, people look for help in understanding questions about what matters, what to do, what direction to take, and what they should not do. Providing people with the answers that help them with these difficult questions is the essence of leadership
MODULE 1.2: CAN I LEARN TO BE A LEADER?
That’s the good news. Anyone can learn leadership skills and can be successful in leading others. That’s not to say that it’s easy. Nor is there is a simple and mechanistic programme of training that will transform you from a supervisor
into a chief executive, from an employee with big ideas into a billionaire entrepreneur, from a talented athlete into an inspirational team coach, or from a government bureaucrat into a charismatic political heavyweight. Learning to be a leader,
like most things, takes effort and application, practice and dedication – and not simply training. You don’t learn leadership in a classroom. And, most importantly, it takes a particular human quality that turns many people off the challenge:
courage, the courage to change yourself, to try things, to experiment, to risk making mistakes and risk failures.
UNCOMFORTABLE LEADERSHIP LESSON NO. 1. -CHANGE YOURSELF BEFORE YOU TRY TO CHANGE OTHERS The measure of true leadership is being able to get people to do things they didn’t want to do or didn’t expect they could do. But learning to be a leader is about learning to change yourself first before you try to change others
MODULE 1.3: DO YOU PREFER TO BE A LEADER OR A MANAGER?
During the course of your development as a person, as you grew up, went to school, started work and so on,
you came to behave in wa ys that were typically you – your personality, if you like. For a few people, some of these ways of behaving are exactly the sorts of behaviour that would make them ‘natural’ leaders – not natural in the sense that they are born leaders (no one is born a leader) but in the sense that they are very comfortable behaving that way. For others, their normal and comfortable ways of behaving are some way off the types of behaviour that make for effectiveness as a leader – in short, they have more to learn
MODULE 1.4: SO WHAT IS LEADERSHIP?
leadership was ‘one of the most observed and least understood phenomena on earth’. ● The easy answer: leadership is getting people to do things they have never thought of doing, do not believe are possible or that they do not want to do.
● The leadership in organizations answer: leadership is the action of committing employees to contribute their best to the purpose of the organization. ● The complex (and more accurate) answer: you only know leadership by its consequences
– from the fact that individuals or a group of people start to behave in a particular way as a result of the actions of someone else.
The true measure of your success as a leader is not the boldness of your intentions, the quality of your presentations and speeches, the strength of your relationships with people, or the extent to which you are liked by your team; rather, it is your success in moving people to follow your lead
Managers Control Risk, React, enforce rules and procedures, Seek and follow directions and coordinate efforts while Leaders take risk, seek opportunities, change rules, provide something to believe in and inspire achievement.
‘high-performance managers’: are truly fantastic at being managers, they impress the people who work for them, earn the praise of their peers and bosses and rise rapidly up the management ladder. But they are unable to lead: regrettably, in enterprises where there is a preponderance of highperformance managers, the organizational culture tends to fall into a spiral of being over-managed and under-led
MODULE 1.5: LEADERSHIP VALUE
Civilization as a whole is founded on the notion of structure and organization of people and their efforts. The Romans, like their forebears, also knew that individual ‘leaders’ made a huge, sometimes crucial, difference to the incremental value that structure and organization offered. This value was usually defined as ‘morale’ or ‘pride’ or ‘courage’ and was most vividly measured in battle when even outnumbered or poorly organized troops might be inspired to unlikely valour and sacrifice, winning victory against the odds
In its purest sense, therefore, the motive force of leadership acts at the emotional and sometimes irrational level
individual leaders all over the world
make a difference by:
● persuading disparate factions to pursue common cause;
● providing a sense of achievement and motivation to succeed that structure and organization cannot; calling on commitment to action or even sacrifice by individuals to benefit the team or enterprise;
● inspiring people to overcome seemingly impossible obstacles;
● creating excitement and ambition to perform at a higher level;
● engendering hope among people who are despairing
Indeed, for almost everyone in the world, it is subjective experiences that are the most important for them – the feeling of confidence that comes of having overcome impossible odds, the dignity of contributing to a meaningful or important enterprise, the sense of achievement in success or learning something new, the satisfaction of having done the best for one’s family, team or business or having gained the esteem of colleagues. At the same time, leadership value is intensely practical – because it moves things forward, it creates action, it changes the world, it increases the likelihood of growth, attainment and success
leaders must perform a difficult trick – they must coherently and convincingly link an individual’s actions, aspirations and hopes, in tandem with the actions, aspirations and hopes of tens, hundreds or even thousands of other individuals, to this overarching purpose
MODULE 1.6: THE LEADERSHIP DOMAIN… OR HOW TO BE A LEADER
As a leader you must:
● impose or set the context (making it clear what matters);
● make risks and take risks;
● challenge and change;
● have deep conviction;
● generate critical mass (make things happen at scale).
First off, imposing context means you must make it absolutely clear what is important in the enterprise, what its direction and goals are, where it has come from and where it is going, what your values as the leader are and, by extension, how they fit with the values of the enterprise, and therefore what is expected of your people
Certainly people need to know what direction to take, where their future lies or what they might aspire to, but this over-focus on the future neglects two elements crucial to people: their history and where they are now. Individuals rarely understand what action to take or how they should change unless they can perceive the thread that links a vision of the future with their current situation as well as where they have come from.
Leaders are distinguished by their ability to both seek out and create opportunities and then turn these opportunities into
advantages or results. Risk can and should go hand-in-hand with management rigour and discipline
People are fearful, apathetic, cynical, sceptical, stuck in a rut, or simply trapped in the workaday grind of the status quo.
It’s been done before. It’ll never work. It can’t be done.’ So do something different. Be unpredictable. Ask your people to challenge you and change the way things are done.
If you have deep conviction but never show it, you cannot lead others. Leaders do change their mind, but once they
commit to a decision, they put their conviction on the line. Be single-minded, excited by the future, fervent, determined, totally resolved
There must be a beginning of any great matter, but the continuing unto the end, until it be thoroughly finished, yields the true glory.’ So channel the available energy .. into tasks that make a difference.
This also requires you to influence people – to get them to do things they may not want to do, to join you in achieving something that is not self-evidently in their own interests, to adjust their viewpoint or their ideals and fall in behind you.
WHAT /HOW and WHY …As a leader you must:
Impose context…by concentrating people’s attention on what matters …in order to: ● give people a direction to
take or an aspiration to pursue ● show individuals what the key goals are ● make sure people always have a sense of
proportion and can distinguish day-to-day between what actions are important and those that are not
Make risks and take risks…by understanding what opportunities exist, or can be created, and then converting them into results…in order to: ● pre-empt the otherwise hidden or unexpected risks that might damage the enterprise ● take advantage of opportunities for success in the present or future ● create new ways of doing things that are beneficial, advantageous or profitable ● expose yourself and your people to new situations that develop thinking and skills
Challenge and change…by experimenting and being adventurous… in order to: ● grab people’s attention ● energize your followers
● take competitors by surprise ● jolt your people, from time to time, out of accepting things as they are, to prevent the ordinary becoming all that they believe is possible
Have deep conviction…by being fervent about the things you want to achieve…in order to: ● guide your decisions ● inspire people to follow you ● overcome the inevitable barriers and obstacles ● have the courage to stand your ground ● build self-belief in your
Generate critical mass…by influencing people and turning knowledge into action…in order to: ● channel your people’s energy into the
appropriate activities ● mobilize all your people to work together in a coordinated way (rather than in an individualistic, haphazard manner) ● make things happen
MODULE 1.7: LEADERSHIP BY E-MAIL -‘24/7 globally connected world’
In Telephones Human interaction depends on our ability not only to communicate, but also to avoid communicating certain things or getting too intimate. In mails The range for non-verbal expression is zero and tonal expression is severely curtailed
Personal contact is important.. However, getting to know people and building trust with them is difficult, if not impossible, if you never meet them or, from time to time, renew the face-to-face contact. People prefer to interact and work with others whom they can understand and trust
Especially where work is based more and more on rapid formation, recombining and break-up of temporary teams, or where change is a constant factor and where you have the advantage to do work faster and more effectively if talented people can collaborate quickly because they already know and trust one another.
Use e-mail primarily for rapid communication of essential documents
Make it clear to your colleagues and staff how you expect e-mail to be used
Avoid as much as possible the appalling habit of copying dozens of people on each email.
Where you are using e-mail, be very sensitive to the often alarming emotional readings that recipients make of symbols and emoticons
Never assume that, or let yourself drift into an ongoing situation where, e-mail is your prime mode of communication. continue to have high levels of personal, eyeball contact with your people, their peers and their bosses.
If you have no opportunity for face-to-face interaction, the telephone is a much better
alternative to e-mail if you are trying to lead people –maintaining and building relationships and regularly reminding people of overall goals and how their work contributed -‘How are things going? How can I help? Any problems?’
MODULE 1.8: HOW TO GET THE BEST OUT
Learn what leadership means-often people forget the first step and try to leap ahead
Be honest and open with yourself. –do not walk away from the tough questions
Concentrate on behaviour. feelings and attitudes depend on this
Focus first on your strengths-Know them use them
Work on your weaknesses over time It’s not too difficult to stop doing things and is much harder to start new behavior
Try simple tricks and tips Simple things can make a big difference
Learn from the mistakes others make. what effective managers or leaders do well to yield positive outcomes
Do it! Turn what you know into what you do
– What should I do more of?
– What should I start doing?
– What should I stop doing?
● Provide purpose.
● Concentrate attention.
● Convey proportion.
● Avoid sending conflicting messages.
● Make rapid impact.
● Offer a future, linked to past and present.
● Say how people can contribute.
● Say what matters.
● Give clarity of focus.
MODULE 2.1: CUTTING THROUGH THE NOISE
Ask yourself: do you know what matters and what does not in your business, enterprise, or work? Perhaps you do. But
consider once more: if asked by one of your people, ‘Does what I’m doing contribute to our objectives? Does it matter? Is it important? How does it create value?’ – do you have a way to answer? If not, you need to.
UNCOMFORTABLE LEADERSHIP LESSON NO. 2. A SURPRISE OF THE WORST KIND – Personal or Organizational – Now or later ??
MODULE 2.2: KNOW YOUR ENTERPRISE!
To lead a department or a team or an entire organization, you must understand it first. You must have a genuine fact-base which reflects the true state of the organization -strengths and weaknesses-what it has been successful at (ie where it creates value) and what it has failed in; and purpose -who or what the enterprise serves -based on Facts and Figures .
The solution to the trap of getting too close: disconnection. Being, in effect, an outsider in your own enterprise can help enormously in leading it
‘first 100 days –honeymoon period’. 1. you can get to know the enterprise in depth without suffering the constraints of being completely part of it and therefore in some way tied by its traditions, habits and culture 2. people will treat you as an outsider and thus you can make changes an insider would have real difficulty even attempting
MODULE 2.3: PROVIDE PURPOSE
Purpose is what gives our lives meaning, whether this is striving to make a million, raising children, winning Olympic gold or devoting our energies to a charitable cause. Purpose is catalytic: it galvanizes you to do something, to choose a direction, to make decisions, to act.
UNCOMFORTABLE LEADERSHIP LESSON NO. 3. THE QUICK WIN IS SOMETIMES THE SLOW DEATH (if people are involved, even in a small way, in creating their own context (ie designing and implementing the process changes), then they are less likely to resist the change (the ‘Not Invented Here’ syndrome) and more likely to make it work.)
How do I provide purpose?
Answer the following questions:
● What do I want to achieve in terms of:
– the end state (the final destination, the overarching objective, the ultimate
– the main way-stations along the route (destinations I have to reach before I
get to the ultimate goal)?
● Why is it important? What value will it create?
● Where are we now in relation to the goal?
● Where have we come from? What has happened to get us to where we are now,
both the good and the bad?
● How will I know when I’ve got there? What will this future destination/
goal/objective look and feel like?
● Who am I leading? Who is my audience? Who do I need to engage?
● What are their expectations, if any? What are their fears?
● What might get in the way of reaching the destination?
● Who might prevent us from either starting out or getting there?
● What should my first step be?
It takes practice to get through complexity and detail to simplicity and, therefore, clarity of purpose
1. Simplicity (it will avoid complex numbers and other details). Simplify to essence without losing the meaning, thrust.
2. Brevity (if necessary you could describe the purpose in 30 seconds).
3. Tangibility (people can understand what this objective/purpose/destination looks and feels like).
–right now is a series of very tough-minded, market-driven and highly effective strategies that deliver performance in the marketplace and shareholder value— not a new vision !
If the world changes, don’t be afraid to change the purpose of your work, your task, your objectives, or your enterprise.
Leaders are not meant to have all the answers. involve others in extracting the data,discussing the potential ways forward and shaping the purpose
MODULE 2.4: CONVEY PROPORTION
As people, we are accustomed to beginnings and ends and we tend to construct these things in our everyday behaviour within enterprises -it means that our actions and the bundles of actions we might call tasks or roles or processes do not become so large and unwieldy that we are unable to make progress. ‘When we have achieved this we will have succeeded. We start here in this way…’ – thus, an end and a beginning.
Human beings are psychologically primed in such a way that when they reach a goal their motivation reduces. As a leader you may need people to press on to the next objective, to celebrate achievement but not relax as they sustain effort in pursuit of the next goal.
It is very easy to ‘get into a spiral of decline’ on the back of defeat, each successive defeat creating the conditions for the next. The trap of believing the war is lost after defeat in just a small battle –wrongly set context for activity rather than achievement,
We are starting anew. This is our past. Although we have not performed at our best and we are under pressure, it is gone. This is where we are now. Yes, it is a difficult time. More difficulties are to come, I have no doubt. But we can achieve what we set out to achieve if we try. And this is our new purpose… this is how we shall succeed.
1. Keep your sights fixed on the longer-term. Don’t look too far ahead, but avoid the immediate and the quick fix
2. Say what matters and what does not. If what you convey to people, unwittingly or not, confuses them and they are simultaneously under pressure (due to customer demands, work volume or public expectation), then they will invariably fall into activity that is focused on the short-term Because confusion will oblige people to make their own interpretations of direction, leading to multiple objectives and goals, all of them different and contradictory.
3. Reimpose context at once if people see defeat in a setback or celebrate victory too soon. Don’t wait. ‘Communicate the essence time and time again, until you are sick of saying it. Even then, you probably haven’t communicated it enough!’
MODULE 2.5: MAKE RAPID IMPACT
It is undoubtedly true that charismatic people gain attention and can be great leaders, but charisma itself – that peculiar quality of power, of always being noticed, of filling a room with your presence – is not a prerequisite of leadership.
In any event, it is exceedingly difficult to learn charisma or create the conditions around you to cultivate it. What is important is the skill of making rapid impact You do this in two ways: first, through body language – use of posture, gesture and voice. Second, assertiveness: this is not confrontation or aggression but rather expressing yourself in a way that is consistent with how you feel, ie making your point and getting it noticed.
Failure to speak your mind or insist on a course of action is learnt over time as we grow up. Habitually using inappropriate posture, gesture and tone of voice can become so ingrained that we hardly notice it.
1. Gaining awareness of your own behaviour through self-observation is the best way to start to change. But be specific: think carefully about how you behave in situations where you need to have impact, like management team meetings, speeches to staff or social events. Think about where you are already aware that you feel shaky, tense, nervous and regret not saying something, or where you feel disappointed with yourself 2. Analyse your behaviour by looking at the types of behaviour, posture, gesture and tone of voice you display in particular situations. Get specifi list of behaviours, postures and gestures you need to improve and another list of specific behaviours, postures and gestures that you want to display. 3. Learn high-impact behaviour in bite-sized chunks, it’s tempting to try everything all at once or to look at the list
and think that it’s a wish list that will never be achieved. Look for models of the appropriate behaviour you want to learn in colleagues or other leaders you admire Look at the individual actions, postures and gestures they use. Then plan how to tackle the situation, rehearse the behaviour alone (looking in a mirror is useful) and finally try out the new behaviour gradually in live situations.4. get feedback Ask others for comments on the gestures you employ, the way you sit or stand, the language you use, your tone of voice
High-impact leadership: some tips
● Use your voice to good effect. A deeper tone projects greater confidence and authority.
● Sit upright at meetings and take the most central or dominant seating position (usually the head of the table).
● Use larger gestures, hands open, arms wide. Used occasionally they command attention. (Flailing hand and arm movements also attract attention but for the opposite reason!)
● Keep your chin up: you’d be surprised how many people drop their head in a submissive way when they feel uncertain.
● Finish what you have to say if you intend to say it. This doesn’t mean being aggressive and interrupting others. Use prefatory remarks like, ‘Let me finish my point’ and then get on with it. If you do this enough, others will learn not to
● Say what you intend but never speak simply to get airtime. Some people feel the pressure in meetings, particularly with peers or more senior colleagues, to say something, say anything. As a result, they say a lot but make little impact, chiefly because they’re not thinking, simply reacting. Listen to the flow of discussion but spend the time thinking about what you need to say, then make your point: it is bound to have bigger impact than passively following others’
● Keep your hands away from your face, even if you’re leaning on your cheek or chin at a table. When you speak this looks as though you’re unsure of your words.
● Make eye contact. One-to-one this is important if you want to be sure that people will believe what you’re saying or will do what you ask. In groups, eye contact makes and retains engagement with people. Leadership is all about engaging with people, getting their attention and keeping it focused.
● Say ‘Yes’ and mean it. Say ‘No’ and mean it. Speak and act in a decisive manner when it is called for. When debate and discussion are called for, listen.
Make risks and take risks
● Focus on opportunity.
● Break with convention.
● Try things.
● Ask: ‘What if…?’ to create opportunities.
● Pull the plug on failing initiatives.
● Do constructive damage to the status quo.
● Escalate conflict
Understand what opportunities exist, or can be created, and then converting them into results in order to:
● pre-empt the otherwise hidden or unexpected risks that might damage the enterprise; take advantage of opportunities for success in the present or future;
● create new ways of doing things that are beneficial, advantageous or profitable;
● expose yourself and your people to new situations that develop thinking and skills
MODULE 3.1: RISK MAKING, RISK TAKING
In this fastpaced world – no matter what the enterprise you lead – the necessity to take risks, to make and seize opportunities, to ask questions about what needs to change and then commit to changing it, is overriding. When the organization needs new ideas, creativity, innovation, entrepreneurial spirit, faster speed-to-market and the ability and preparedness to
break with convention, there are too few, if any, leaders to make these things happen
Low achievers do one of two things: 1) they minimize risk as much as possible, to the extent that they severely limit all potential options and opportunities; or 2) they take wild, irrational risks, which have a higher likelihood, therefore, of
High achievers, by contrast, typically take moderate risks, but the key here is that they calculate risks against circumstances and their own abilities. As a result, leaders who achieve things are usually making careful, sometimes intuitive, calculations of risk -(not wild, irrational risks based on instinct)
Where we are, where are we going and where not and why !!
‘What if…?’ about the current context, thereby creating opportunity options for further consideration. Leaders break rules – it’s their job. Leaders create opportunities● What things must I change? ● How do I change things or shut them down? ● What new things can I try and when?
‘What are the pros and cons?’ –formal, data-driven, experience-based or Intuitive calculation of the potential downsides and upsides of an opportunity . seek out and encourage different opinions and views as you think through the pros and cons and you gain insight from the these extremes of potential outcomes , this enriched detbate will help in avoiding the simple quick fix or missing real opportunities for improvements. Consider the best and the worst possible outcomes, not just what you believe is the probable outcome; Exaggerate the likely threats; play devil’s advocate, Take time out to consider. Insight often comes from subconscious processing of ideas, opinions and data when you’re actively engaged in something completely separate from the issue or risk at hand
‘I’ll try it…’ Demonstrate your belief by your posture, bearing and behaviour and then take the decision. Thousands of good ideas, opportunities and insights go nowhere every single day in organizations because people neglect to take the step of making the decision and then taking action. It requires a focus on results, making things happen, ensuring that what you decide gets implemented
Rate yourself against the behaviours and use the checklist as a progress assessment to see how you’re doing
● Taking the risk of backing a fledgling initiative or new way of working that you believe has potential but is viewed by others as a waste of time.
● Taking the personal risk of presenting opposing information that will undoubtedly cause annoyance and even conflict with others.
● Sticking to your belief in following a strategy or an approach despite the risk of pressure, criticism, persuasion or even threat.
● Listening to all the arguments and options, but taking the risk of being prepared to reject all of them because they are inappropriate.
● Taking the risk of being prepared to back down and accept a better argument or option than the one you proposed.
MODULE 3.2: FOCUS ON OPPORTUNITY
Remember that opportunities are the risks that it would be easier and safer to avoid. Those who are risk-averse will try to exercise complete control over people and the detail of their actions. Leaders will release control over people and their actions but retain firm control over context, ie purpose and direction. By releasing their direct control over our individual actions but within the bounds of clearly articulated purpose, leaders show us personal and collective opportunities for performing better than we believe we are capable of doing
● What if we threw out all our current, tried-and-tested tactics and started over – how would we be different?
● What if we completely changed our procurement process?
● What if we hired people with a completely different background, age profile, education?
● What if we created an alliance with our competitors?
UNCOMFORTABLE LEADERSHIP LESSON NO. 4. LEADING PEOPLE IS NOT CONTROLLING PEOPLE
If you don’t hit the targets, I expect you to fix things so that you are on target and come to me for help or with suggestions if the problem is beyond your control. That’s my approach. And it’s simple and fair. I will invariably judge you against are the performance criteria and targets that I get judged against for the whole centre. You can work however you like within those parameters. If you hit those targets and something’s going wrong, then it’s my responsibility not yours
MODULE 3.3: TRY THINGS!
Quite often they have no direct control over the circumstances that led to the original failure but they start to assume, together with their colleagues, that they also have no control over other aspects of their enterprise or even their own work. Effort, they believe, makes no difference There is a pervasive culture of learnt helplessness due to stress, failures, disappointment or defeat. In short, they lose the motivation to respond in an effective way.
So what is required is 1) imposing context and, in particular, conveying proportion 2) trying things, and therefore demonstrating by example – show ‘that every problem, every issue is resolvable… and it’s up to you to do it…. Anyone, anywhere can make things happen.’
· Delegate decision-making appropriately, within clear boundaries, so that your people learn to take the initiative themselves and understand the consequences of doing so
· Allow people to try things and make mistakes, so long as the mistakes are truly the result of trying new things and not sloppy thinking or work, and that the lessons from the mistakes are captured and learnt
· Encourage people to take action, keeping you informed but not constantly waiting for permission to do anything
· Take the decision, either yes or no – refusing to do so, remember, is a decision of a kind but one that has unplanned and uncontrollable consequences
MODULE 3.4: PULL THE PLUG
How many projects, initiatives, processes or activities are there that just don’t add value or contribute to purpose? Obsolete initiatives and processes persist because, more often than not, they provide a justification for someone’s current daily activity When things don’t come right, more projects are launched to bolster those that are failing or to prop up critical business activities that are not getting the support they need or expected. Two, three or more initiatives, though apparently
separate, will be pursuing similar aims, resulting in massive duplication of effort and cost. ASK what its importance is against other initiatives; how it contributes to overall direction or purpose ; how it fits with finances in long term. [tie all activities and initiatives to an overarching focal point and thereby provides the reason why a project is/not relevant]
MODULE 3.5: DO CONSTRUCTIVE DAMAGE TO THE STATUS QUO
Iconoclasm – the tearing down of the old, the smashing of rules, the overturning of conventional wisdom – is at least as important a set of leadership actions as those of a positive, constructive intent. Doing constructive damage, therefore,
means forcing or triggering new, innovative behaviour at the individual level
changing the composition of work groups so that people from different departments or teams by
· targeting benchmarks from areas or industries completely different to the conventionally accepted
· overtly and consistently by-passing bureaucratic ways of working dominant in the culture
· doing away with specific policies, processes or OLD ways of working
thereby triggering urgency to find or create alternative, innovative solutions not simply reiterations of the old, conventional ways of operating
MODULE 3.6: ESCALATE CONFLICT
Conflict exists in all human social interaction. Managers who, worried about their reputation or fearing criticism, desist from raising contentious issues about the way processes are working or who neglect to forward to other teams, or more senior executives, unflattering or critical data, avoid, suppress or ignore conflict with potentially devastating consequences. Conflict is active, often contentious dispute, debate or disagreement, typically triggered or accompanied by the presentation of contrary or opposing information.
· sharpening people’s understanding of goals (clearing up miscommunication and misunderstanding);
· stimulating individuals to define where they stand, thereby building mutual understanding between different groups
· motivation and energy to deal with underlying problems
· discouraging avoidance (such as pretending a problem doesn’t exist or everything is OK when it really isn’t);
· preventing premature solutions, which achieve only half-cocked, impoverished or unintended results.
Remember, leadership must look to the longer-term – not exclusively, but predominantly
The conflict curve- at the individual level conflict can boost performance but, if escalated too much, it can create paralysis – they retreat to more rigid patterns of behaviour, they think in a more constrained way, consider fewer options or alternatives and tend to see threats when there may be none.
Task-related conflict typically produces desirable outcomes such as better solutions, greater understanding of a problem, shared comprehension of complex issues and a sense of urgency. Social conflict reduces performance and satisfaction
and promotes rigidity and ‘groupthink’ – a tendency for everyone in a team to think in the same way and to ignore or downplay genuine threats
So, the essential lesson for leaders is, first, to be alert to the real danger of peacemaking initiatives where these are inappropriate and, second, to create and exploit constructive conflict as you make every effort to build unity and cohesion around values and norms
overriding commitment to setting out, communicating, reinforcing and judging managers and employees by their cultural values viz responsibility, respect and determination. ABB
How to escalate conflict: four guidelines
1. Learn to fight fairly – it is better to prevent task-related conflict becoming social conflict
No knock-out blows. No one should be trying to achieve victory over others with different views
Reciprocity. Anyone in the meeting who holds opposing points of view should be allowed to make their case or argue their corner in response . Hierarchy kills this reciprocity
Honesty Using facts and clear evidence should be encouraged
No ultimatums. Threats are attempts at dominance and introduce the possibility either of personal attacks or a complete shutdown of task-focused debate
2. Establish a conflict protocol as a standard throughout your team
Communicate the practice of fair fighting
Acceptance of diverse viewpoints, from the most senior to the most junior
Examination of opposing suggestions, options or recommendations rather than simply giving them cursory attention
Frank and intense debate
Collaboration, sharing and speaking openly
Sharp distinction between political manoeuvring and personal attacks (which lead to distrust and disaffection) and open, constructive conflict (which leads to task-related progress and better decisions).
3. Differentiate before you integrate
Organized social interaction inevitably emphasizes integration, ie early agreement or acquiescence to a decision. (premature or too rapid before examining all material facts= (‘Let’s get agreement on the way forward – fast!’)
Express differences and options first, then work towards integration and decisions.-real alternatives based on real facts
4. Shake up the complacency of success
Adjust the composition of the team
Raise standards or objectives
Create competition between teams / contention around specific facts
Help employees re-energize themselves and be clear about their personal objectives and contribution to the enterprise
Challenge and change
● Be adventurous.
● Grab people’s attention.
● Jolt your people, from time to time, out of accepting things as they are.
● Take competitors by surprise.
● Give up the past to operate in the future
MODULE 4.1: UNPREDICTABILITY
inventiveness – a willingness to go beyond the norm, to move outside the pattern and do things that are different and could not be predicted in a world that seems overwhelmingly to value the logical, the rational, the uniform, the predictable.
It is very easy in many enterprises for people to become fearful, apathetic, cynical, sceptical, stuck in a rut, or simply trapped in the workaday grind of the status quo. Any ways Do what no one expects. Surprise people
Once you’ve started to develop your leadership, use the checklist as a progress assessment to see how you’re doing
MODULE 4.2: CREATE ADVENTURE
The challenge can seem daunting, each of its component demands difficult tasks that need to be completed, on time, on budget, to a standard, to precise expectations.
Leaders- – create adventure. Bring excitement. Transform both the routine and the insurmountable into an undertaking with all the risks and promises that galvanize human beings to do more .. through .. use or create threats or impending disasters, and elevate ambition
Threats and impending disasters trigger motivation and action in the same way as primitive survival imperatives. Its advantage is that it helps people endorse and act upon change because the need is compelling – there are no good reasons not to follow your lead (essentially negative and reactive rather than proactively leading the market and the competition)
Give them an ongoing sense that their everyday work is something much more than the ordinary, that it contributes directly to a great undertaking, of which it is a privilege to be a part
Richard Branson encourages informality and discourages conformity, with the express purpose in mind that people in the Virgin Group should feel that they can have fun and be creative, taking risks on business ideas that will make Virgin’s new ventures compelling propositions for customers.
UNCOMFORTABLE LEADERSHIP LESSON NO. 5. DON’T LET THE ADVENTURE BECOME ALL-CONSUMING
MODULE 4.3: TAKE THE ORGANIZATION BY SURPRISE
Leaders who try to do the unconventional and the non-traditional and, in so doing, supersede or nullify current strengths for new advantages, will always beat their conservative peers who tend to stick to what they know. All elements of an enterprise assets, systems, processes, even people – need refreshing at some point – even the values or the way values are lived in an organization
If you are unable to radically alter the organizational structure or even the physical layout of your enterprise, one straightforward way to surprise people is to break up hierarchies or boundaries but simultaneously ensure that individuals’ performance objectives are tightly linked to accountability and responsibility
Make people and teams responsible for performance rather than for a role or a job -bust rigid definitions that restrict performance and human potential. Help people to see their ideas brought to fruition making sure the organizational bureaucracy is out of the way
Make people re-think assumptions and pre-empts complacency it is not an attack on an individual’s analysis or efforts; it sticks to the issue or the task; extending the perimeters of analysis and pushing into new areas.
MODULE 4.4: PROMOTE THE HERETICS
The point: creating points of abrasion, new ideas rubbing against old notions, out of which come new ways of organizing,
thinking and doing things.
A leader has to build grassroots heresy, where a critical mass of people start to question the way things are done and are prepared to take the difficult first step of actually making small changes to their own behaviour or to processes and systems
Of course, this invitation to challenge authority must be couched within the context you have imposed
You must publicly sanction heretics’ efforts – invite the challenge and reward those who rise to it . You must explicitly support heretics in a sustained way – nurture heretics by clearing obstacles and supplying resources or access to resources Make it clear you do not expect them to ask for permission. Make it clear that they stay within the specific context.
MODULE 4.5: MAKE LEAPS – GIVE UP THE PAST TO OPERATE IN THE
Executives fail quite often because they are overly committed to the behaviour patterns and approaches that worked for them during their career to date and cannot change. If this is true in microcosm for the personal efficacy of leaders, it is also true in macrocosm in the way leaders deal with strategic and organizational challenges
Keep asking ‘What’s the future going to look like?’ ‘Changing yourself, changing your behaviour is very difficult
Spend time on the issues behind the issue
Make deliberate strategic leaps (creation of new unpredictable opportunities) into the future -making leaps of this sort creates competitive advantage (whether in time, process, service, brand or product)
Enterprises compete in markets that are not static: there is a constant state of disequilibrium, driven by new technology, new entrants, new forms of organization, new ideas and, of course, new leaders
When the activity that produces leaps delivers new options or possibilities, you need to test these against your context and leadership purpose—possible that require a profound shift in purpose, strategy or direction
Involve others beyond yourself and your team. Let all stakeholders contribute their perspectives. Employees who are far from the top of the organizational hierarchy but closest to customers and suppliers enjoy a unique advantage, still
inadequately tapped by leaders
Build genuine challenge into any key debate around your strategic or operational future – challenge and provoke during offsite meetings to promote higher levels of critique, intellectual analysis and boundary pushing.-
Broaden your competitor analysis to capture ideas from industries or fields of endeavour beyond your own Your enterprise starts to converge on the industry norm or average, you fail to innovate and, although you may believe you are different, the differences are minor and uncompetitive. Remember, competitors very seldom provide answers to your problems: they think you have the answers. New entrants from other industries by and large transform the
industries they target and through their innovation advantage rapidly sweep away most of the old players.
Construct an ‘as is’ picture and a ‘to be’ picture-force yourself to set out in detail, honestly and unequivocally,
a picture of how your enterprise operates now and a expected future scenario. The differences will show you the size of the shift you will have to make to achieve your future and will force you and others to contemplate possibilities you had not dreamed of
Invest in knowledge Get access to New ideas that are the creators of market differentiation, service product, brand and wealth . Collaborate.
Making leaps and sustaining the process
Commit to changing your dependence on past terms of reference and ways of doing things –write down your commitment to yourself, date it and then sign it – Track it- Get external feedback and comments on achievements-
Devise and implement feedback mechanisms How do my team and I currently think about the future of this enterprise? Who (all) do I involve? What approaches do we use? Are we dismissive, negative, responsive, encouraging, open –to new ideas?
Identify the changes you want to make on the basis of the feedback you get –in behavioural terms, not broad generalized wishes-measurable and trackable
Take action Start trying out new ways of working and moderate them to make them more effective as you track how they’re going
● Stand on your own; have an opinion.
● Display your conviction, be fervent.
● Build relationships and trust.
● Implement a Code of Conduct.
● Tell it like it is.
● Get a regular reality check.
● inspire people to follow you
●overcome the inevitable barriers and obstacles;
● have the courage to stand your ground;
● build self-belief in your people.
MODULE 5.1: CONVICTION
Conviction enables leaders to win people to their cause, to generate energy and self-belief in followers. The astounding capacity of deep conviction (in almost anything) that, by itself, can get other people to credit
it as undeniable, as a fact
1. Conviction vests leaders with authority. You should never make the mistake of believing that authority comes automatically with seniority or title. 2. Conviction attracts energy. The pure belief in a goal, fervently and passionately expressed, acts as a homing device for people in your team. It both attracts and directs their energy to your goal or purpose 3. Conviction absorbs uncertainty Also, in times of change and the extremes of threat and disaster, we look to leaders to convince us that day-to-day uncertainties and misfortunes are not overwhelming and need not divert us from the goals of real importance.
Rate Your behaviours use the checklist to establish first where your strengths are and then where you need to improve
MODULE 5.2: STAND ON YOUR OWN
People expect leaders to have a point of view, to express their opinions and take a stand. This is not the same as having all the answers. An expert has all the answers; non necessarily so for the leader.
1. Have opinions and be able to defend them. 2. Listen to contrary opinions or arguments, but if you’re unconvinced, stick with your conviction. 3. Examine your thoughts and feelings
But with the demand for rapid decision-making and the pressures of political manoeuvring from which very few organizations are immune, leaders are faced with argument and counterargument, this choice or that dilemmas for example, with limited resources do you invest in the short-term or for the long-term; do you commit capital and effort to innovation or tried and trusted products; do you emphasize what is shared and global or what is distinct and local?
Naturally, there is the opposite danger of holding fast to views and opinions beyond their value and against all rational argument.
Realize that carving out one’s own opinions and points of view – even if they were modifications of those presented
– was much more important than simply acting as an arbiter
Invoke conflict protocol1. an acceptance of diverse viewpoints2. examination of opposing suggestions, options or recommendations 3. provoking frank and intense debate emphasizing collaboration, sharing and speaking openly 4 making a sharp distinction between political manoeuvring and personal attacks
People who are able to remain optimistic under conditions of extreme stress, danger or uncertainty are much more likely to get through the experience Optimistic people are also distinguished by their ability to keep trying things, in spite of the odds
Optimists will do four things: 1. Think of the danger, difficulty or uncertainty as a problem to be re-solved. 2. Break the problem up into smaller component parts3. Tackle each of the component parts in turn. 4. Take action; try out alternatives.
Do not pretend., ask yourself ● Am I convinced? ● Do I believe in this? ● If I don’t believe it, why not? What is missing? What makes me uncomfortable? ● How does it fit with my overall context, objectives or purpose? ● If I know what is missing or makes me uncomfortable, then what should I change and how should I change it?
MODULE 5.3: DISPLAY YOUR CONVICTION
Boldly Demonstrate Your conviction to others. You cannot risk a disconnection between what you say and what you do or even what you say and how you say it. If you have particular ways of behaving – an off-hand manner or aloofness, for example – that do not match your words or your intent, then people will misread your intent; associated, perhaps unfairly, with hypocrisy and expedience.
State your position; be bold Say what you believe in and be prepared to defend it with ● seriousness and● firmness
Track your own behaviour and get feedback ● What should I do more of? ● What should I start doing? ● What should I stop doing?
Match behaviour to word Start from the assumption that whatever you say about what you believe in is pure rhetoric and needs something to reinforce it, to demonstrate that what you’re saying is important, meaningful and relevant
Recognize others who take action to live up to your conviction Go out of your way to recognize and reward team members who are living up to the spirit of your conviction
MODULE 5.4: BUILD RELATIONSHIPS AND TRUST
Trust is the expectancy of people that they can rely on your word as a leader. Trust elevates levels of commitment and sustains effort and performance without the need for management controls and close monitoring
Its prime behavioural attributes are consistency and integrity viz: ● sharing appropriate information, especially about oneself; ● willingness to be influenced; ● avoiding the abuse of team-members’ vulnerability (because of their lack of positional power or inadequate access to information, and so on); ● being fair; ● fulfilling promises.
Continually strive to build relationships not just between a leader and his or her people, but between followers by building of trust.
Get to know your people Break out of the standard work-based routines of interaction where behaviour tends to be regulated by unspoken rules of engagement on what you can talk about and how you interact – work only, irrelevant social chit-chat, polite discussion, respect for hierarchy and so on. Be prepared to talk about yourself, rather than just everyday work – your interests, your background, your ambitions for the enterprise.
Get the underlying issues out –Simply listen -explore their concerns, worries about work issues, ambitions, difficulties with other team members, suggestions for improvements, etc State that you plan to use the gist of what they say anonymously in order to solve problems and make progress, but that the exact comments will go no further than you.
Establish a conflict protocol as a standard throughout your team –communicate the practice of fair fighting
Develop and implement a Code of Conduct for your team –model for the sorts of behaviour you want to see as normal and which can be observed by people -understood in straightforward action terms (offenders must face consequences.)
Do what you promise If you have agreed to get something done for a team member by a particular date, bust a gut to make sure you do it. If you are uncertain, tell people you cannot give guarantees, rather than allowing false hopes to grow
UNCOMFORTABLE LEADERSHIP LESSON NO. 6. HAVING UTTER CONVICTION… ABOUT YOUR OWN SELF-IMPORTANCE Most often the self-importance, born of deep-rooted insecurities and fears developed in a difficult childhood, drives behaviour, such as needing control over others in case their self-importance is brought into question. Bullying, aggression, the cultivation of a small loyal band of followers and the ‘excommunication’ of those who challenge are all characteristics of these leaders
MODULE 5.5: TELL IT LIKE IT IS
The trap of not saying what you mean Most social interaction involves us in obeying unwritten rules and is mostly cultural and hope that others will understand our drift without forcing us to be explicit.
The trap of avoiding the unpleasant or the difficult It is perfectly natural behaviour for most of us to deal with the things we like rather than those we dislike or that we find boring We would all much rather get on with the exciting and the enjoyable, dispatching unpleasant business to the bottom of the pile or delegating it to other people to deal with.
The trap of too many triumphs won and threats overcome It comes about where a leader
experiences a string of successes, interrupted by substantive difficulties or challenges but over which he or she invariably triumphs. Their vaulting self-confidence drives them to a blinkered, head-on clash equipped with skills and knowledge they have overestimated and against a challenge they have underestimated. Pride and self-confidence make them inclined to reject other perspectives and suggestions
The trap of hearing only what it suits you to hear Leaders inevitably have information passed through to them via other people – often lots of other people, since you may rely on numerous individuals or be leading a complex enterprise Most people will automatically oblige you in what they believe you want to hear rather than what you should be told It is also no surprise that they will tell you things it suits them best to tell.
The trap of uncompromising conviction Out of balance Conviction will encourage and entrench the autocratic and the authoritarian, to separate them from their followers or to push them towards high-risk strategies, ventures and tactics out of synchrony with the purpose of the enterprise or the needs of its members Where their conviction becomes detached from reality or becomes self-serving, the problems start
Distortions that you don’t know about become irretrievable errors and so essential tactics for skirting these are 1. Face up to problems and tackle them. 2. Tell it like it is. 3. Get a regular reality check – get others to tell you how it is
Don’t leave problems that are too difficult or problematic Don’t fudge decisions. Get to grips with them: they usually end
up being less uncomfortable than you first imagine and you will be in a minority of people who do this
Putting a gloss on a tough situation because you think people will be alarmed or frightened is not to lead people but to try to control them by controlling the information they receive i.e We need to know how it is – now! Then we can make decisions fast and get on to the next thing; through open prompt and clear communication with opportunity to respond and feedback on action taken.
Face reality – deliberately getting access to the bad news as well as the good – about the enterprise and about yourself by willingness and ability to engage with others, both inside and outside
Generate critical mass
● Use influencing behaviours.
● Get people making decisions.
● Turn knowledge into action.
● Create urgency and restlessness.
● Finish what you start.
● Build an ethos or climate of people development
MODULE 6.1: DOING MORE THAN MAKING THINGS HAPPEN
Conviction is a catalyst: it activates. But it is uncontrolled Where the energy created by these convictions is more organized and reaches a sufficiently large mass of people, so its impact is greater and also more sustainable
Meanwhile Charisma of the Hero / Star does not create any purposeful action other than for most of the public to be more than averagely interested in the Person and what he or she says and does
From a leadership point of view, the intention in channelling this energy is not simply to produce individual action – though clearly that is important – but to create in an enterprise sufficient charge or impetus to ensure that a state of critical
behaviour mass, involving the largest possible number of people, is reached and sustained- making things happen at scale.
One can achieve this by ● influencing and persuading; ● building an agenda for action; ● creating urgency; ● clearing obstacles; ● using knowledge by turning it into action; ● encouraging learning and development; ● getting out of the way.
MODULE 6.2: USE INFLUENCING TACTICS
As Leadership is getting people to do things they have never thought of doing, do not believe are possible or that they
do not want to do. Using influence is therefore essential
while hierarchical or positional authority enables you to instruct people to carry out tasks because of the contractual force of employment terms and conditions, you will never do more than get them to comply with instructions but will never bring about commitment to do better, nor will they innovate or make sacrifices.
There are times, for example, when building a coalition or consensus is the best approach to take – when you are trying to get peers or team members to buy into and support a new idea or way of working, or when you are dealing with difficult labour negotiations. By contrast, at times of crisis, leading by diktat is essential: this means decisive, uncompromising, directive leadership with little regard for either the discomfort or support of others
- Use the right influencing behaviours in the most appropriate circumstances –constant over-reliance on pressure tactics may produce high performance and urgency today, tomorrow and next week, but will very likely be laying the foundations for an insidious culture of risk-aversion devoted to self-protection in long term
- Don’t over-rely on socially acceptable influencing behaviours Some leaders make the mistake of relying on socially acceptable influencing behaviours such as support and rational argument because they don’t want to upset people or so that they can avoid unpleasant decisions and confrontations Usually, the targets of the influencing att empt simply adjust to this incrementalism without changing their behavior
- Decide whether you’re aiming for commitment or compliance Commitment engages the individual in willingness to take responsibility and to add value, Compliance secures the action intended by the leader but the result is that it shifts the underlying responsibility straight back to the leader.
Basic guidelines on a range of influencing behaviours , their appropriateness and result is tabulated below
MODULE 6.3: TURN KNOWLEDGE INTO ACTION
Inertia occasioned by habit, comfort and complacency is enemy no 1. People believe There is no compelling reason to
really make things happen, to use information, to share knowledge, to change, or to make progress
What is their explicit purpose for the meeting / Project /Task? Is there decision simplicity: in the form of yes or no or a choice between a, b, or c? Are inputs/ decisions designated a timescale, ie by when will this decision be made/feedback given? Are individuals assigned responsibility for actions? Are milestones and deadline Clear and adhered? IS someone clearly designated to take action / decision/ implementation ?
If knowledge (data, information and intelligence) is idle, then it becomes an opportunity cost to the enterprise unless only such ideas and information are turned into desirable action . Knowledge sharing can be facilitated by technology, but technology is often mistaken as the solution –Infrastructure does not guarantee that information will move; and it does not guarantee that ideals will be used. However, information is turned into knowledge by bringing disparate, often unconnected pieces of information together to create explicit options or alternatives. Evaluating these options and their implications provides the knowledge for taking decisions and then defining an agenda for action.
Make explicit who takes the decisions Sometimes the organizational design is wrong and too many people have decision-making responsibility; some of the worst instances are where a committee or other body is charged with decision-making and no one individual makes the call. Always identify single-point accountability, especially within committees, in project teams or task forces that span departments and functions
Push decision-making as far down the hierarchy as possible As a leader you will never have enough access to information to pull even a fraction of the critical decisions up to you and keep the enterprise running Give your people the space, opportunity and support to take their own decisions. Don’t just throw responsibility and autonomy away, but devolve it systematically as a matter of practice. Draw the boundary and then delegate.
Defining explicit alternatives forces managers to make more coherent decisions by understanding the implications or consequences of each.
Place value on ‘can do’ action over planning, analysing, meeting, thinking Often organizational consequences
punish action while ignoring or even, bizarrely, rewarding inaction Make it clear that you value action over and above everything else. Likewise, make it clear that you do not value ‘busyness’ for its own sake – busyness such as lots of meetings, endless planning, discussions, analysis and so on. Certainly these things are important but action in pursuit of a
defined purpose – ie the context you impose – is what leaders require
Get your people to develop an agenda for action – clearly articulated – that specifies what must be done, by whom and when; with priorities for where you commit time, resource, investment and effort.
Clear obstacles and barriers out of the way Anything that slows people down or gets in the way of their making progress on what needs to be done is incredibly frustrating and stifles motivation ; find out what gets in the way. Engage with people about the barriers and obstacles that affect their work –like processes with bottle-necks that restrict the efforts of key people or teams; administrative bureaucracy that could be adjusted or swept away; ridiculous rules that still exist for historical reasons
Get the people who have to live with the barriers and obstacles to define the changes and, wherever possible, make the changes themselves. Followers tend to be impressed by leaders who make the time and invest the effort to help their people: this builds trust
Create urgency A palpable sense of urgency itself creates action and gets people to start to draw on information in order to make decisions which themselves galvanize people to further action. -set stretching goals–make clear who is accountable–be clear that a deadline is a deadline–put in place intermediate milestones en route to the main deadline-get regular updates
MODULE 6.4: STAY THE COURSE
People lose interest or hit difficult obstacles. Sometimes, businessas- usual takes precedence. Most enterprises face the problem of starting initiatives and not finishing them due to size, scale, speed, or alliances .
Ask why the initiative should continue and what tangible benefits it brings and how it relates to overall objective so that you can decide to either pull the plug or stay the course
You certainly have to get better at follow-through, with sufficient determination and courage to stick to a specific effort long enough so that it works and pays off. First, it ensures that real progress is made on a few key initiatives or against a number of goals critical to your overall purpose, instead of dissipating effort across too many fronts and therefore always being late or underperforming. Second, it builds commitment from your people in the longer term: they will see that half-measures, distractions and giving up on difficult or unfinished business are not tolerated
Focus attention and effort on a manageable chunk of work/team/timeline !
Set a 4-month timeline –goal of being completed within four months and must deliver. This concentrates attention and makes the time horizon close enough to drive urgency and results -Subsequent work on another four-month timeline.
Task 4 people to tackle the work work as a team and four remain the core –makes communication, goal understanding and teamwork considerably easier
Demand results/payback within 4 months agreed set of specified benefits, results or payback to accrue within four months of the end of the work –concentrate on effort, not on activities -behaviour that produces tangible results
UNCOMFORTABLE LEADERSHIP LESSON NO. 7. DEVELOP YOUR PEOPLE AS YOU DEVELOP YOURSELF The enterprise itself could not develop without the ongoing development of its human assets. The alternative was a constant and expensive battle to find new talent and implement complex devices to sustain motivation and morale; but with steep and long learning curve
MODULE 6.5: CREATE AND SUSTAIN AN ETHOS OF HUMAN DEVELOPMENT
Our era and our social existence demand products, service and ideas of a sophistication and at a scale unparalleled in history and thus there is also an unprecedented kaleidoscope of work options open to billions of people all over the world. Skills are in short supply and the best companies snap them up making every effort to hire the best people, develop
them and retain them through top-notch training and experiential development
First, there is a need to build a depth of skills behind leaders to strengthen the enterprise and lead others in turn. Second, a pool of potential leaders to take on the succession at an appropriate time is required
Leaders have to ensure that their people: ● are motivated to develop their knowledge and skills; ● continue to develop their skills rather than being satisfied with how far they’ve developed or how much they’ve learnt; ● want to contribute their knowledge and skills to the enterprise
Leaders do this by 1. Make people feel valued. 2. Expose people to developmental experiences. 3. Give people space to succeed and grow. 4. Develop a number of potential successors.
Take the time and invest the effort in giving people recognition for their work and achievements. This requires you to be close enough to their work to understand and know what they’re doing and what they’ve achieved Recognition works when it is personal and direct /specific . Furthermore, the simple action of spending time listening to your people (and
showing you are listening) can, both in the short term and over time, be immensely powerful in motivating individuals
Also, make sure you tell your people, from time to time, how they individually fit into the context and purpose you have set and how they can contribute Finally, let your people take the glory for their achievements . leaders say how
things should be, but serve their people in helping to fulfil their goal
Go out of your way to give people opportunities to try out their skills It is in this way that leaders safeguard the future of the enterprise and enhance its current capacity to thrive gently rising learning curve of gradually increasing knowledge and skill – it is a series of uneven steps, triggered by environmental challenges in which people learn new skills
Give someone additional responsibility / Promote someone earlier/ stretch goals/ short-term projects
It has been said that the best leaders select a talented bunch of people, set the goal and broad parameters and then get out of the way If you micromanage you will get short-term results for the loss of longer-term motivation, sense of responsibility and the commitment to innovate and learn. Also if your people are not learning new skills and knowledge, then your enterprise as a whole will rapidly fall behind
Too often, leaders end up faced with serious external difficulties and an absence of effective or credible leadership successors when they should already have passed on the mantle to up-and-coming leaders This may be due to arrogance / tendency to cast shadow / fear of being deposed/ desire to keep going / mistake of identifying a single ‘crown prince’ successor etc
● Be clear on the criteria for leadership and identify potential successors
● Task the small group of people you have identified with handling the most demanding customer segments.
● Ask them to take on roles or projects in the most difficult teams, departments or business units.
● Give them the toughest assignments, especially those that involve leading change or that demand new thinking and approaches.
● Load up their leadership responsibility, for example additional project roles or larger teams.
● Decide on the right time to pass over the leadership succession and stick to it
The dominant leadership sub-
● To understand how underlying personality, psychological preferences, knowledge and skills, and the environment interact to drive particular patterns of leadership behaviour.
● To identify the main sub-domains of leadership behaviour.
● To pinpoint your own dominant leadership pattern.
● To challenge yourself to deal with blind spots and weaknesses
MODULE 7.1: DOMINANT LEADERSHIP PATTERNS
First, as you develop from childhood to adult life, your personality becomes more or less fixed identified what have come to be called the ‘Big Five’ personality . So you may tend to be extrovert (outward-looking, getting your energy from the world around you and the people in it) or introvert (more inwardly focused, preferring time to yourself and taking your energy from the inner world of thoughts and ideas). from being sensitive and emotional to secure and relaxed, open and imaginative to practical and set in your ways, and lastly conscientious and well organized to easygoing
Second, the experiences you have, particularly in the early formative years of your life, afford you opportunities, some welcome, some unpalatable, that forge a preference to behave in certain ways in specific types of situation – like your willingness to experiment or take risks
Third, the knowledge and skills you acquire from school, training, college, university and so on will equip you with extra ‘tools’ to be effective in the world, with the added benefit that your confidence is boosted
All of these factors interact together to make people who they are.
Domains : Make Risks Take Risks Impose Context Conviction Challenge and Change Generate Critical Mass
MODULE 7.2: THE LEADERSHIP SUB-DOMAINS
Transformational Leader –Leaders who show strength in all the components of the leadership domain are
those who are able to transform the commitment levels of those around them, to get their unit or their organization to create breakpoint advantages, open up new opportunities and even reinvent whole markets
● deep conviction about what they want to achieve;
● preparedness to go against conventional wisdom;
● surround themselves with followers who demonstrate a range of outlooks – commitment to execution and delivery, unorthodox thinking and creativity, willingness to challenge;
● restless energy to push others to get things right, to aspire to more;
● determination to make things happen, to execute on plans;
● clear about the agenda for decisions and action;
● able to unite multiple constituencies around inspirational goals;
● seek out opportunities to make convictions and aspirations real;
● unlikely to be put off by short-term or even persistent setbacks;
● inspire through logic and appeals to shared ambition: ‘We can achieve our aspirations if, collectively, we stick to our ambition and deliver more than we have before!’;
● rarely prevaricate, ruthless follow-through;
● encourage autonomy in others to seek opportunities, take risks and execute plans.
Enforcer who act in ways characterized by cautious optimism and a drive to make sure that specific objectives are achieved, display strong belief in what you are doing and commitment to stay the course. You will have a preference for the steady state, be excellent at setting clear direction and making it all happen in an organized way. However, you will tend to limit options in order to maintain your control over the primary goal
● clear on direction, context and the agenda for action;
● strong belief in what they want to achieve and commitment to make it happen;
● dedicated to successful achievement and unity around the objective: ‘This is our goal; let’s achieve it together.’;
● prefer direct control over the plan and its execution;
● dislike being challenged;
● focus on detail and analysis;
● wary of risk and risk-takers;
● perturbed by change and will generally avoid it or try to control it;
● tend to prefer centralized structures and to keep team and followers on a tight rein;
● uncomfortable with multiple options; prefer limited parameters where the goal is clear;
● danger of underachieving through restriction of possibilities and ambition;
● will do well in stable situations, with limited competitive threat.
Deal Maker leaders who attract followers largely because of their energy and obsession with the excitement of anything new ; thrive on change and bring this to life by seeking out or creating opportunities Because they are adept at challenging norms and accepted wisdom, they frequently break the mould and are innovative and exciting leaders Bored easily, they want to move on, with little regard for the legacy they might leave, the nature of the enterprise they might create or the damage they might do by not following through to sustain success in the very thing they have created
● excellent at breaking the mould and trying new things;
● narrow motivational focus on the excitement of the new or different;
● obsessed with goals that, below a veneer of conviction, are chiefly selfserving;
● are not above shading the truth and distorting the facts to suit their own ends or win the argument;
● get bored easily;
● often talented at building businesses from small beginnings through multiple acquisitions;
● attract followers who gain from access to new challenges and opportunities;
● inspire loyalty and hard work because of their sense of adventure and willingness to experiment;
● tend to ignore or reject those who counsel caution or delay;
● have little interest in building, only in securing short-term ‘wins’ or ‘deals’;
● avoid detail and analysis and usually casually delegate these;
● can be a disruptive influence in stable enterprises that need to focus on delivery.
Administrator can be excellent ‘doers’ or ‘strategic executors’ who are crystal clear about what needs to be achieved and then ruthlessly follow through autocratic in approach, letting nothing stand in the way of the overall objective, and are likely to prefer detailed and rigorous project plans, constant monitoring and updating and tight control over resources and people Followers never put in more effort than is required and will not sacrifice self-interest for the good of this leader -primarily effective in narrowly defined parameters
● excellent in delivery roles (they make things happen, on time and at all costs);
● autocratic, unyielding, committed to seeing things through;
● the ‘plan’ for execution is more important than anything else;
● narrow focus on execution and delivery makes them blind to options and possibilities;
● prefer strong direct control over resources and people; dislike decentralized organizational structures;
● handle change by forcing the ‘plan’ through the change, even at high personal and resource cost;
● viewed by others as impersonal and uninspiring because they have or display little conviction;
● operate in a transactional way: ‘If you do what the plan requires, you will be rewarded.’
Visionary leaders are both immensely exciting and desperately frustrating -inspire people to dream of greatness but frequently seem hesitant or uninterested in follow-through paint extraordinary visions of future ambition, uniting followers in the collective pursuit of high ideals, yet fail to channel energy into the actions that matter
Where they are most successful is where they recognize their own shortcomings and either appoint a loyal deputy, superb at marshaling people and resources to the right ends, or build around them a strong team capable of executing their vision
● deep interest in future possibilities and multiple options;
● tend to be conceptual, focus on big ideas;
● love and become absorbed in the detail and complexity of concepts and ideas;
● grab people’s attention because of their evident excitement and passion for an idea or aspiration;
● tend to see and present difficulties as opportunities – unquenchably optimistic;
● in times of crisis or setbacks, offer bold new ideas and alternatives as solutions and may therefore be seen as brilliant strategists;
● need a loyal, robust and understanding deputy who can translate concepts and ambitions rapidly into implementable action;
● find it hard to concentrate on the practicalities of, and obstacles to, executing plans;
● can neglect short-term exigencies while their gaze is on the long-term and bigger picture;
● often prefer entrepreneurial roles, where there is the excitement of building a business or something new.
Serial Entrepreneur leaders who are imaginative, but calculating, gamblers They want to create opportunities that they believe in and see them come to fruition. In pursuing these opportunities they display huge energy and commitment, sweeping people along with them because they make seemingly impossible challenges achievable. Their interest is not in steady state or stable enterprises: they thrive on change and Trust figures highly for them: because they commit so much of themselves to the goals they pursue, they want others to do the same. They care deeply about their legacy creating change . But their dislike of routine and of the detail of implementation means they get bored quickly
● generate excitement for the things they care about;
● thrive on change and making change happen;
● imaginative, often innovators in one or a number of fields;
● unite people in aspirational goals because of the force of their convictions;
● rely on trusting others to help them achieve their goals and leave a legacy;
● attract followers who gain from access to new challenges and opportunities;
● dislike routine and detail of implementation;
● ignore those who counsel caution or delay unless the issue or action they are contemplating conflicts with their own convictions;
● ‘It can’t be done,’ drives them to say, ‘I must do it.’
Spin Doctor leaders who seem to be everything a leader should be, but whose behaviour often seems inconsistent, self-serving or even at times downright corrupt. They have underdeveloped conviction, do everything else with aplomb. They are prepared to challenge conventional wisdom and accepted notions and push for real change. They organize superbly and channel effort to make things happen. But… people are always slightly uncomfortable with these leaders. They sense the absence of a moral centre. at the heart of these individuals is overwhelming self-interest – leadership for them is important only in how it ultimately serves their own personal needs and ambitions
● capable leaders in the short-term;
● self-interest at the heart of their leadership behaviour;
● make decisions inconsistently: on the basis of rational, economic or business logic but often overlaid with a keen eye for how it will bolster their own position, status, wealth or advancement;
● confident and self-assured;
● attract followers through their self-assurance and charm, but typically fall out with many of them in time;
● usually articulate, convincing and capable influencers;
● are not above shading the truth and distorting the facts to suit their own ends or win the argument;
● tend to move on before their self-interest brings them to account;
Movement Maker’s Mindset 8 point framework:
#1. Know Your Cause.We all need a powerful purpose to get us out of bed every morning and draw out the finest within us Once you find your compelling cause, begin to share it with your community so as to -give others hope + energy + drive.
#2. Relate to Your Base. We live in a world where people long for authenticity over artificiality. Be Human
#3. Rise to Original. flash your flagrant originality. Be Creative and innovative all the time
#4. Get Scary Good. .Become so ridiculously amazing at what you do that you’re the only one on the planet who can do what you do. . For those with the guts/dedication/discipline/monomaniacal focus and grit to put in the training/ learning/ iteration hours to reach world-class within their crafts, the rewards are immeasurable.
#5. Build in Virality. Sharing is to be integrated into the work. when you create the best user experience that is simple, elegant and wow-worthy,people are touched ,to the point where they need to share their experience with everyone they know.
#6. Protect the Brand. It could take you years to scale your movement and 30 seconds of bad judgement on a simple stupid sunny day to lose it all. we should have the discipline to say No as well as Yes..
#7. Remain Indispensable. Fine to lead your field for a year. What makes legendary is sustaining it for a lifetime. Massive disruption coming. Only the amazing will survive. Become absolutely indispensable to those who you have the privilege to serve.
#8. Always Give Back We all ache to serve. We all want to know our lives are making a +ve dent in the universe ; fulfill these dormant desires deep inside us with devotion and dedication deliberately.
With much respect + appreciation,
s k anilkumar
+966 564 475 637
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Start With Why: How Great Leaders Inspire Everyone to Take Action
According to Simon Sinek, the fundamental difference between the “Apples” of the world and everyone else is that they start with “why.”
What does that even mean? To explain this concept, Sinek has developed what he calls the “Golden Circle,” image pictured right. The golden circle has three layers:
Why – This is the core belief of the business. It’s why the business exists.
How – This is how the business fulfills that core belief.
What – This is what the company does to fulfill that core belief.
Sounds simple, but what Sinek found is that most companies do their marketing backwards. They start with their “what” and then move to “how” they do it. Most of these companies neglect to even mention why they do what they do. More alarmingly, many of them don’t even know why they do what they do!
Not Apple. Apple starts with “why.” It is the core of their marketing and the driving force behind their business operations. To help illustrate this point, imagine if Apple also started backwards by creating a marketing message that started with “what.”
“We make great computers. They’re user friendly, beautifully designed, and easy to use. Want to buy one?”
While these facts are true, I’m not sold. We instead want to know why they are great and user friendly. Turns out Apple has figured this out over the years and knows better. Here’s what a real marketing message from Apple might actually look like:
“With everything we do, we aim to challenge the status quo. We aim to think differently. Our products are user friendly, beautifully designed, and easy to use. We just happen to make great computers. Want to buy one?”
See how different that feels? Because Apple starts with “why” when defining their company, they are able to attract customers who share their fundamental beliefs. As Sinek puts it, “People don’t buy what you do. They buy why you do it.” Starting with “why” makes Apple more than just a computer company selling features, and that’s why their products have flourished while their competitors’ products with similar technology and capabilities have often flopped.
But enough about Apple. Simon Sinek’s “Start With Why” philosophy isn’t just about billion dollar businesses. It also has implications for inbound marketers in any sized business. Let’s take a look at some of the key marketing takeaways from the “Start With Why” philosophy.
3 Key Takeaways for Inbound Marketers
1. Step Back and Use “Why” to Think About Your Own Business
Do you know your company’s “why”? (Hint: It’s not to make money). Think about the core purpose of your business, and then think about how you market your products or services. Are they aligned? As Sinek has found, having loyal customers is all about attracting the people who share your fundamental beliefs. Remember: People don’t buy what you do. They buy why you do it.
Yes, this might seem obvious, but it’s a critical step that is often overlooked. If you were (or are) the founder of your business, wouldn’t you want the people marketing it to know why you started it in the first place? Understanding “why” is essential to knowing how to communicate “how” and “what” you do.
2. Incorporate “Why” into Your Marketing Copy
The idea of starting with “why” is also a copy writing best practice. The next time you’re writing an email, a blog post, or a landing page, start your writing with “why.” You see, “why” explains the underlying value of what you’re promoting. Consider these two opening sentences to a hypothetical email:
“Check out our new ebook, 7 Ways to Generate Leads with Social Media. We’ll show you the seven most effective ways to use social media to generate leads for your business.”
“In the past decade, social media has become a very powerful tool for businesses. More and more businesses are adopting social media strategies to fuel their lead generation. In our new ebook, we’ll show you the seven most effective ways to use social media for your business. Check out 7 Ways to Generate Leads with Social Media.”
What we’ve found is that the second type of email copy leads to a significantly higher click-through rate. Communicating the value (aka the “why”) right off the bat sparks the reader’s intrigue, at which point all you need to do is close the deal with the details (how and what).
3. Redefine your Buyer Personas
I’ll say it again: People don’t buy what you do. They buy why you do it.
With that mind, think about your buyer personas for a moment. Are they based purely on target demographics and assumed characteristics? Are they the kinds of people who might share your core values? What is it that drives your buyer personas to buy your products and remain loyal over a long period of time?
If you don’t know the answers to these questions, it’s ok! You don’t necessarily have to scrap your buyer personas and start over. Just add more context to who they are and how they identify with your “why.” Doing so will get you to start thinking about the internal motivation that goes behind their purchase decisions. Perhaps you are a small business with large competitors and your customers are loyal to you because they like to support the little guy. Maybe you’re making the world a better place, and your customers love you because they believe in your cause. Whatever the reason, redefining your buyer personas to match your “why” is critical in creating marketing that inspires them to continue advocating for you.
Good habits are important, but it’s often our bad habits that prevent us from reaching our full potential. … [Bad habits will] slow you down, tire you out, and frustrate you. Despite your hard work and talent, you’ll struggle to reach your full potential when you’ve got certain thoughts, behaviors, and feelings holding you back
Don’t waste time feeling sorry for yourself
Don’t give away your power
Don’t shy away from change
Don’t focus on things you can’t control
Don’t worry about pleasing everyone
Don’t fear taking calculated risks
Don’t dwell on the past
Don’t make the same mistake over and over
Don’t resent other people’s success
Don’t give up after your first failure
Don’t fear alone time
Don’t feel like the world owes you anything
Don’t expect immediate results
>>Go on a self-destruction diet
Get the facts straight
Self-compassion means viewing your failures kindly yet realistically. It means understanding that everyone has shortcomings, including you, and that failure doesn’t decrease your worth as a person
Stay focused on the life you want to live
Progress toward your goal might not always be a straight line. Sometimes things have to get worse before they can get better. And other times, you might feel like you take two steps forward and one step back
Eat that frog first., and start taking action., today, now, here !! and claim your success !!
In the above latest book, author says, When we use all 7 Lenses together we see a kaleidoscopic view of ethical leadership that honors its inherent complexity
Lens One: Profit – Make Money
Lens Two: Law – Comply
Lens Three: Character – Be Moral
Lens Four: People – Care
Lens Five: Communities – Serve
Lens Six: Planet – Sustain
Lens Seven: Greater Good – Do Good
Then she talks about six connected trends shaping the future of ethical leadership:
Focus on protecting human rights
Companies contributing to society
Managing ethics as a performance system
Retooling skills to stay ethically competent
Thereafter Fisher Thornton introduces 14 Guiding Principles of Ethical Leadership to help incorporate the 7 Lenses into day-to-day decisions and actions:
Lead With a Moral Compass
Principle 1: Demonstrate Personal Congruence
Principle 2: Be Morally Aware
Principle 3: Stay Competent
Principle 4: Model Expected Performance and Leadership
Lead in Ways That Bring Out the Best in Others
Principle 5: Respect Others
Principle 6: Respect Boundaries
Principle 7: Trust and Be Trustworthy
Principle 8: Communicate Openly
Principle 9: Generate Effective and Ethical Performance
Lead With Positive Intent and Impact
Principle 10: Think Like an Ethical Leader
Principle 11: Do Good Without Doing Harm
Principle 12: Work for Mutually Beneficial Solutions
Lead for the Greater Good
Principle 13: Protect Our Planet for Future Generations
Principle 14: Improve Our Global Society for Future
Finally she sums up saying,Ethical leadership is a way of thinking that leads to new behaviour and outcomes that benefit everyone.
GOOD LEADERS ASK GREAT QUESTIONS by John C. Maxwell -THE COMPLETE SUMMARY
PART I: QUESTIONS I ASK
Why Are Questions So Important?
If you want to be successful and reach your leadership potential, you need to embrace asking questions as a lifestyle. Here’s why: You Only Get Answers to the Questions You Ask. Asking the right question of the right person at the right time is a powerful combination because the answers you receive set you up for success. IBM founder Thomas J. Watson said, “The ability to ask the right question is more than half the battle of finding the answer.” But that’s true only if you are willing to ask the question. Questions Unlock and Open Doors That Otherwise Remain Closed. In life’s journey we face many doors. Hidden behind them are all kinds of possibilities leading to opportunities, experiences and people, but the doors must be opened before we can go through them. Questions are the keys to opening these doors. Questions Are the Most Effective Means of Connecting with People. I often watch speakers stand before an audience and work to build a case for their ideas. They would be more successful if instead they tried building a relationship with the people in the room. The most effective way to connect with others is by asking questions. Questions Cultivate Humility. Isn’t it strange how we must surrender being right in order to find what’s
right, how humility enables us to be authentic, vulnerable, trustworthy, and intimate with others? People are open to those who are open to them. Questions Help You to Engage Others in Conversation. I want people to know that I value them and that, if possible, I want to add value to them. To do that, I believe I must get to know them. That requires that I ask questions, they talk and I listen. Questions Allow Us to Build Better Ideas. Any idea gets better when the right people get a chance to add to it and improve it. And good ideas can become great ones when people work together to improve them. What is the key to shared thinking? Asking the right people the right questions. Questions Give Us a Different Perspective. By asking questions and listening carefully to answers, we can discover valuable perspectives other than our own. That’s valuable because we often make faulty assumptions about other people. We can correct those wrong assumptions and prevent miscommunication by asking questions. Questions Challenge Mindsets and Get You Out of Ruts. Too many people have flat-lined mentally. If you want to make discoveries, if you want to disrupt the status quo, if you want to make progress and find new ways of thinking and doing, you need to ask questions. Questions are the first link in the chain of discovery and innovation. Never forget: good questions inform; great questions transform! What questions have others asked of you that have made a positive difference in your life? What questions have you asked others that are helping you even today? Become intentional from this point on in being a questioner. You should even ask questions of yourself.
What Questions Do I Ask Myself as a Leader?
As a leader, I can allow others to ask me the hard and important questions, or I can take responsibility, be proactive and ask those questions of myself. I pass these questions on to you as a guide, with the suggestion that you develop your own list. Am I Investing in Myself? A Question of Personal Growth. The most important investment you and I will ever make is in ourselves. That investment will determine the return that we get out of life. Three main factors come into play. These will determine if or how you will invest in yourself: your self-image, how you see yourself; your dream: how you see your future; and your friends: how others see you. Am I Genuinely Interested in Others? A Question of Motivation. Someone once said, “People have two reasons for doing anything — a good reason and the real reason.” For you to be a good leader when dealing with people, the good reason must be the same as the real reason. Your motives matter. Am I Grounded as a Leader? A Question of Stability. Just as leaders are vulnerable to acting for their personal advantage, they are also susceptible to having an overblown sense of their own importance. That’s why they need to remain grounded. Good leaders need to exhibit three important qualities: humility: understanding your place in light of the bigger picture; authenticity: being comfortable in your own skin; calling: having a purpose that is bigger than you. Am I Adding Value to My Team? A Question of Teamwork. Here are my suggestions for adding value: promote full commitment, create an environment of encouragement and support, identify adversity as an opportunity to develop character, and consider each person’s strengths and weaknesses. Am I Staying in My Strength Zone? A Question of Effectiveness. Staying in your strengths gives you an advantage. In a world where people spend much of their time shoring up their weaknesses, your focus on maximizing your strengths will set you apart from others. The more you focus on your strengths, the better you will be positioned to see and seize opportunities as they arise. Am I Taking Care of Today? A Question of Success. Good leaders naturally look to the future. They are known for vision and for leading others to new and higher destinations. However, the future isn’t where anything gets accomplished. That happens today. That’s why you need to take care of it. To best use my time correctly, there are five areas where I want to make sure I’m taking care of business: faith, family, relationships, mission and health. Am I Investing My Time with the Right People? A Question of ROI. The greatest legacy any leader can leave is the other leaders he raises up before he’s finished. That means finding the right people and investing in them continually. Socrates is quoted as saying, “The unexamined life is not worth leading.” I would add that the unexamined leader is not worth following. Leaders who never take time to ask what they are doing and why they doing it are unlikely to stay on track, lead at their best, and reach their potential. That is why we need to keep asking ourselves tough questions. l What Questions Do I Ask My Team Members? I want to give you a picture of leadership that is not commonly envisioned: It’s of a leader asking questions of team members and then really listening to what they have to say. Good leaders ask great questions that inspire others to dream more, think more, learn more, do more, and become more. What Do You Think? Mark Cole, CEO of my organizations, explains, “When you ask for my skills, you get my strengths. When you ask for my passion, you get my heart. When you ask for my ideas, you get my mind. But when you ask me for answers, you get my strengths, heart and mind.” How Can I Serve You? I believe leadership is servanthood. It’s my responsibility to make sure my people have what they need to succeed and get their work done. If you are a leader, that is your responsibility too. Asking, “How can I serve you?” not only helps others, it also helps prevent me from developing a positional mind-set whereby I start thinking I’m somehow “over” or better than everyone else on thhe team. What Do I Need to Communicate? Success in communication comes from knowing the context more than the content. When I ask this question, I’m not trying to find out what content to deliver. I’m trying to find out who the people are, what the situation is, what happened before I arrived to speak, and how I can connect and help. Did We Exceed Expectations? It’s not enough to simply finish a job. You need to perform it with excellence, without cutting any corners. Every time you bring something to completion, try to find out not only whether you were able to help, but how much you were able to help. If you make it your goal to exceed expectations, you can continue to learn, grow and improve. What Did You Learn? The question “What did you learn?” is not just for parents with impressionable children. It’s equally valuable in a work setting. I ask it all the time because it keeps my staff sharp and growing. It prompts people to evaluate their experience and make an assessment. And as I’ve often said, experience isn’t the best teacher — evaluated experience is. Did We Add Value? My desire in life is to add value to leaders who multiply value to others. That’s why I ask this question. How Do We Maximize This Experience? We too often take opportunities and experiences for granted and don’t make the most of them. That’s a shame, because everything we do for others and every experience we have has so much potential. By asking how we can maximize our experiences, we make the most of them. Anything less and we’re actually wasting parts of our lives. What Do I Need to Know? I often ask, “What do I need to know?” when I’m about to enter a meeting or engage in a phone call. It invites the team member to give me an overview of the situation, provide vital information, and prioritize what he or she believes will be most important. How Do We Make the Most of This Opportunity? The door to one opportunity often comes from another.
If you pursue an opportunity, it almost always leads to other opportunities. People who wait for the one great opportunity often keep waiting. The way to find the best opportunities is to pursue the one at hand. How Are the Numbers? Numbers count. They tell a story. They let you know what the score is. They show you where you’re winning and where you’re failing so you can make adjustments. They show trends. They reveal weaknesses. They are tangible evidence of how well you’re doing. What Am I Missing? Two of the fastest ways to connect with another person are to ask questions and to ask for help. Most people genuinely want to help others. And most people enjoy being an expert in their field and sharing their wisdom and experience. The only time these things don’t seem to be true is in an environment that discourages asking genuine questions and listening to honest answers. If you lead a team, start valuing the contributions of your teammates ahead of your own. And remember that when the best idea wins, so does the entire team.
PART II: QUESTIONS LEADERS ASK ME
What Must I Do to Lead Myself Successfully?
Many people understand intuitively that if you can’t lead yourself effectively, everything else in your life will be a struggle. Self-leadership comes first. It makes every other kind of leadership possible. That’s where personal credibility is established. Some of the challenges you face may come from the way you lead yourself. You may attribute them to someone or something else, when you actually need to look at yourself as the source. Why Does Leading Myself Seem More Difficult than Leading Others? We have blind spots preventing us from seeing where we have problems and fall short. What are blind spots? They are areas in which people continually fail to see themselves or their situation realistically. Everybody has some; few people recognize their own. While blind spots cause all people problems, they can be especially harmful in leaders. Because leaders influence others and their actions affect a team’s, department’s, or organization’s outcomes, the problems that come from their blind spots are exaggerated. The four most common and destructive blind spots among leaders include having a singular perspective, insecurity, an out-of-control ego and weak character. What Are the Most Important Values for a Leader? Here are the leadership values that I believe are most important: • Servanthood: Leading well means serving others. If you are willing to embrace servanthood, not only will you become a better leader, you will help your team, help the people your team serves, and make the world a better place. • Purpose: Let your why direct your what. Success comes from knowing your purpose in life, growing to your maximum potential, and sowing seeds to benefit others.
Integrity: Live the life before you lead others. When you become a leader, you must focus more on your responsibilities than on your rights. You must do more than you expect of others. If you live the life first and lead well, others will respect you. And the chances are good that they will be willing to follow you. • Relationships: Walk slowly through the crowd. Leadership impact is drawn not from position or title but from authentic relationships. How do you develop authentic relationships? You live with authenticity. You treat people with kindness and respect. And you go to where they are to connect with them. • Renewal: Replenish yourself daily. If you don’t make an effort to replenish your energy, feed your soul, and renew your mind, you will run out of gas. What Is the Most Effective Daily Habit for Any Leader to Develop? If you could cultivate only one habit to practice every day of your life, I believe it should be this: giving more than you receive. Giving acknowledges that others have helped us, and giving requires us to get beyond ourselves. Giving is by nature intentional. And giving changes the world — one person at a time. How Do You Lead with Humility When in the Tough Corporate World It’s Viewed as a Weakness? I think this question reveals a misconception about the corporate world. People in business don’t automatically see humility as weakness. They see weakness as weakness — weakness in preparation, skills, work ethic, etc. People who achieve at a high level of excellence can smell weakness. That brings up the question of what humility is. Humility doesn’t mean being weak. It just means thinking of yourself less. It means being realistic and grounded. It means valuing others and their contributions. People like working with a leader with those characteristics. l
How Does Leadership Work?
Leadership starts with influence and builds from there. Keep that in mind as you read these questions. Does Everyone Have the Potential to Be an Effective Leader? Everyone has the potential to lead on some level, and anyone can become better at leading. While it is true that some people are born with traits that help them to become better leaders than others, those natural traits are only the beginning. Three main components come into play in the development of a leader: Environment: the incarnation of leadership. Leadership is more caught than taught; Exposure: the inspiration for leadership. Plan to go hear someone you admire speak; and Equipping: Intention for Leadership. The one thing you can do to have the greatest impact on your leadership potential is to be intentional every day about becoming equipped to lead. Every book you read, every lesson you absorb, every principle you apply helps you to become a better leader and takes you another step forward in your leadership potential
What Is the Greatest Challenge in Answering the Call to Leadership? The greatest challenge in leadership is making decisions that affect other people. If you want to become a better leader, become willing to make tough choices and uncomfortable decisions. Those may include the following: courageous decisions: what must be done; priority decisions: what must be done first; change decisions: what must be done differently; creative decisions: what might be possible; people decisions: who should — and should not be — involved. What Are the Top Skills Required to Lead People T hrough Sustained Difficult Times? Tough times show us ourselves. The people we lead find out who they are. As leaders, we also find out what we’re made of. The best way to approach tough times is to try to see them as opportunities. Here is how I would recommend that you lead and serve people during difficult times: • Define Reality: As the leader of a team, you need to help people define the things that are holding them back. Then you need to define the things that will free them up. People cannot make good choices if they don’t know what these things are, and many have a hard time figuring them out on their own. • Remind Them of the Big Picture: Leaders are keepers and communicators of the vision. They bear the responsibility for always seeing the big picture and helping their people to see it. People need to be reminded of why they are doing what they do, and of the benefits that await them as a reward for their hard work. • Help Them Develop a Plan: Before you can develop a strategy to get out of a difficult situation, you must know where you are and where you want to go. The next task is to identify the steps required to go from here to there. Not everyone finds it easy to do that. • Help Them Make Good Choices: People’s choices define who they are and determine where they go. It’s true that we don’t choose everything we get in life, but much of what we get comes from what we’ve chosen. • Value and Promote Teamwork: No team can win and keep winning unless everyone works together. It’s the responsibility of leaders to promote teamwork and get team members cooperating and working together. • Give Them Hope: Crisis holds the opportunity to be reborn. Difficult times can discipline us to become stronger. Conflict can actually renew our chances of building better relationships. It’s not always easy to remember these things. As leaders, our job is to remind people of the possibilities and to help them succeed
How Do I Get Started in Leadership?
How you come into a leadership role matters less than how you handle it. And the key question you need to ask yourself is, “Why do I want to lead?” I ask that question of any person who says he wants to get into leadership. If you want to help other people, your team and your organization, you’re starting on the right foot. If your desire is to fulfill a worthy vision, one that will help people and make the world a better place, you’re headed in the right direction. If you’re doing it to add value to others and not just yourself, you are seeking to be a leader for the right reason. How Do You Determine Your Leadership Potential? Examine four areas to get a sense of whether it is time for you to step up and lead: 1. Pay attention to the need you see: Leadership begins with a need, not when someone wants to fill an empty leadership position. There are many needs in this world. Are there some that strike a chord in you? If you see a need that you feel a strong desire to address, and it moves you to action, that is a sign that you have the potential to lead in that area. 2. Use your natural abilities to help others: You have gifts, talents, and skills that you can use to help people. It is your responsibility to learn what those abilities are and develop them. If you’re not sure what they are, ask others who know you well. In addition, look at the areas where you are naturally intuitive, productive, satisfied and influential. 3. Make the most of your passion: Passion in a leader is compelling to others. People want to follow passionate leaders. It makes them want to jump on board and join them. 4. Develop your influence: If you want to lead , you must persuade people to work with you. People who think they’re leading but have no one following them are only taking a walk. What Advice Would You Give to an Aspi iring Leader Trying to Take the First Steps into Leadership? Try to take the long view of leadership. If you work hard, learn how to connect with people, develop credibility, and prove yourself every day, after a while people will begin to believe in you. You will have influence, and you will be able to get things done. Try not to worry too much about what people think about you. Do your best Work hard. Keep growing. And eventually you’ll be able to make a positive impact as a leader
How Do I Resolve Conflict and Lead Challenging People?
This is one of the most difficult areas for most leaders. You can do all the right things, but there is no guarantee others will change, succeed, or do well. People who do not want to follow or be productive members of the team will not change. And that doesn’t make you a bad leader. It just means you have someone who’s bad for the team and organization. How Can Leaders Help Individuals Move Past Their Mistakes and Get on a Path of Success Toward a Better Future? Many people get emotionally stuck when they make a mistake or suffer a loss. They often become overwhelmed by regret. If the regret takes hold for too long, it can turn into guilt, resentment, and self-pity. When we experience losses, we need to learn from them and let them go. If we focus on the loss instead, it can bring us down. Some losses require time because they cut deeply. We need to grieve. We need time to heal. But many small losses and problems don’t warrant much energy. Most of the time we need to learn the lesson from the loss, and then move on. Help people to think about what they can do right, put energy into healing, increase self-reliance, gain hope, and move forward toward the future. How Do You Inspire Your Team to Make Its Current Work a Career and Something to Be Proud to Do, and Not Just Another Job with a Paycheck? No job has a future. Only people have a future. If people keep growing, learning and expanding their potential, their future is bright. If not, it’s uncertain at best. That’s why I often remind people that the greatest threat to tomorrow’s success is today’s success.Share your passion. A leader’s passion is contagious. Paint a picture of people’s future that inspires them to work harder today. Tell them who they can become. Show them what they could be someday doing. Show how their role makes a difference. Finally, challenge them to keep growing. People who make growth their goal — instead of a title, position, salary, or other external target — always have a future. How Do You Know a Relationship Is Broken, and How Can You Save It? These are the most common signs: It’s hard to have an honest conversation. If you tryto start one, the other person will refuse to engage, or become defensive or combative. There’s a lack of trust, and there’s a lack of passion to continue the relationship. Your goal should be to repair the relationship, but to do it with integrity. Here’s what I think it takes to do that: Initiate fixing the relationship with them. It’s hard to rescue a relationship if you don’t take responsibility for initiating. Give them the benefit of the doubt. I always go into that conversation assuming that I’ve done something wrong. I’ve discovered that if there’s hope for helping a relationship come back, the conversation goes better if I’m open and willing to take the blame. It’s difficult to move forward with relational baggage weighing you down. Be willing to walk the second mile. In relationships, I believe the stronger person is the first one to come back and offer to reconcile. The stronger person is the first to ask for forgiveness. Usually that’s the leader. Even if the leader has been the injured party, he needs to initiate. Speak well of them afterward. After I’ve talked to people and tried to resolve whatever issues we’ve had, my goal is to have no unfinished business with them. Whether we resolved the issues and mended the relationship, or had to part ways, I don’t want there to be any kind of grudge between us, and I want to say only positive things about them.
How Can I Succeed Working Under Poor Leadership?
Bad bosses often shirk their responsibilities and try to place them on the follower — on you — and you end up carrying the load. Whenever this happens, as far as it’s possible, you should attempt to ask questions of your leader in such a way that the responsibility goes back on his or her shoulders where it belongs. How Would You Work with a Difficult Leader Who Lacks Vision? Without vision, leaders lack the ability to convey motivation, drive and purpose to their people. If you are going to stay and work under a leader who lacks vision, what can you do? • Tap into the organization’s larger vision: When the vision of the organization is clear, the vision of any individual leader, team or department within the organization should contribute to that larger vision anyway. It should work within that context. • Identify a vision for the organization, and share it with your leader: If you do this, just be sure that the vision is consistent with the values and goals youknow your leader possesses. If it’s not, your leader will probably not welcome it. • Develop your own sense of purpose: You cannot allow your leader’s lack of vision to keep you from making progress in life. Connect with and develop your own purpose. As long as you are doing work consistent with it, you won’t be as bothered by your leader’s lack of vision for the organization. You will just need to be certain that you are doing what you were created to do. How Would You Work with a Difficult Leader Who Has Attitude and Character Problems? One of the great dangers in working for leaders who have attitude and character problems is that they are continually trying to drag you down to wherever they are. Bad attitudes are contagious.If you are determined to stay in such an environment, the best thing you can try to do is lift people to a higher level. First, live on a higher level yourself. One of your goals as a leader and person should always be to be a positive influence on others in the critical areas of attitude and character. Second, if you’ve done your best to help your leaders but you start to feel their influence negatively affecting your attitude or values, separate yourself from them as much as you can. Finally, if you can’t leave right away or if you need to stay for some reason, put as much communication as you can in writing. You will want to be able to show evidence of your right-doing if at some point your boss is accused of wrongdoing. l
How Can I Successfully Navigate Leadership Transitions? Life means transition. Most people intuitively understand that the world is moving fast, yet they still have a difficult time with it. Brian Tracy was right when he said, “In a time of rapid change, standing still is the most dangerous course of action.” If you don’t learn how to make good transitions, you either get run over or get left behind. When Is the Right Time for a Successful Leader to Move On to a New Position? Leaders often get restless. When they do, they start exploring opportunities and new mountains to climb. The key to knowing whether it’s time to transition is recognizing that there are two kinds of restlessness: good and bad. Good restlessness is healthy. It pulls you forward toward improvement. It comes from your desire to grow, to make a greater impact, to serve others more effectively. Bad restlessness comes from being bored or unhappy. It comes from a desire to escape. It causes you to be impa tient. You often jump out of where you are, but not to anything specific. And as a result, it can actually put you in a worse place. Ask yourself whether you have given the best you have where you are now. Don’t move anywhere else until you have. Don’t seek a move just to make things easier on yourself. To transition with integrity, you need to have done your best work possible. Then you can leave with a clear heart and mind. What Leadership Principles Enable a Failed Leader to Lead Again Successfully? If you’ve failed as a leader and lost your position, you need to consider the following before attempting to return to leadership: Evaluation: What went wrong? Before you can move back into a leadership role, you need to fix whatever problems you have in your leadership. You can’t do that if you don’t know what they are. Where did you go wrong? Was it a mistake in strategy? Did you lack skills necessary for good leadership? Do your problems stem from poor self-leadership? Emotional strength: Can you bounce back? If you’ve failed, you need to be able to face your failure, own up to it and process it emotionally. And you also need to regain your footing and rebuild your emotional strength and resilience before you try to lead others again. Evolution: Can you make the adjustments needed for future success? You need to make the changes in yourself to set you up for future success. Maybe you need to put yourself on a personal growth plan whereby you read a dozen books and attend some conferences. Maybe you need to seek counseling to help you with character issues. Maybe you need to find a mentor. Maybe you need to further your education
How Can I Develop Leaders? If you want to make an impact on your world, you must help others to become better leaders. How Do You Help People Realize the Talent Within Them? Perhaps the most rewarding aspect of leadership is seeing people with hope believe in themselves, develop themselves, and blossom into effective leaders. If you desire to help your people do that, proceed in this way: Find evidence that they want to grow: People worthy of your time and attention have a learning attitude. They’re open to instruction and hungry to grow. They may not yet be convinced that they can reach what you recognize as their potential, but they have the desire. And they are already making an effort to grow
Identify their strengths: The people you lead may not know what they’re good at. As a leader you need to help people figure out where they have potential and should grow. Give them a place to practice. Training is good. Mentoring is fantastic. Development is incredible. But if you don’t give emerging leaders a place to practice, their knowledge will never become practical experience. Coach them to improvement. People always learn more from their failures than they do from their successes. Walk alongside them to give them security and to help them through the most difficult problems. Share with them where they made mistakes and how they can overcome them. Tell them what to work on. And encourage them to keep trying. Keep increasing their responsibilities. Allow your leaders to benefit from your experience until they are capable of doing your job. That takes security on your part. But if you do that, when it comes time for you to move up to greater responsibility or move on to a new challenge, you will have people who can step in and take your place. What’s the Most Important Thing a Leader Must Learn in Order to Be a Leader of Leaders? There’s only one way to lead leaders. Become a better leader yourself. Good leaders do not follow poor ones. People naturally follow leaders stronger than themselves. So if you want to be a leader of leaders, you will need to earn the right. You will need to achieve success first. You’ll need to keep raising your leadership capacity. You’ll need to make growth a major goal and dedicate yourself to it. And you’ll also have to keep your ego in check. If you have a compulsive need to be the alpha dog, the other top dogs won’t want to work with you.No leader can know everything, be an expert in everything or do everything. It takes a team to be successful. As you move forward, remember that good leaders ask great questions. They may not always know the answers, but they are made better simply by asking them.
(The author: John C. Maxwell is a number one New York Times bestselling author, coach and speaker who has sold more than 24 million books in 50 languages. He is the founder of the John Maxwell Company, the John Maxwell Team and EQUIP, a non-profit organization that has trained more than 5 million leaders in 180 countries. He was identified as the most popular leadership expert in the world by Inc. magazine in 2014. Good Leaders Ask Great Questions by John C. Maxwell. Copyright © 2014 by John C. Maxwell. Summarized by permission of the publisher, Center Street, New York, New York. 320 pages, $26.00, ISBN 978-145-5548071. . Summary copyright ©2014 by Soundview Executive Book Summaries www. summary.com, 1-800-SUMMARY. For more information on the author, go to summary.com or JohnMaxwell.com.)
If you liked Good Leaders Ask Great Questions, you’ll also like: 1. Winning with People by John C. Maxwell. With 25 “People Principles” that anyone can learn, Maxwell shows how relationships can be created and strengthened for success in work and life, 2. The 5 Levels of Leadership by John C. Maxwell. Maxwell details each level of leadership and provides a clear path to reach the next. 3. The 360 Degree Leader by John C. Maxwell. According to Maxwell, you can learn to develop your influence from wherever you are in the organization by becoming a 360-degree leader.
Quotes from The Power by Rhonda Byrne Lessons to Learn From The Power (The Secret’s Sequel)
1. You have all the power
2. Rhonda Byrne follows up her international bestseller, The Secret, by taking the power of positive thinking beyond the Law of Attraction in her latest book, The Power. Whether you are looking for a little nudge to help you seize the moment, follow your passion, or lead a more joyful life, Rhonda encourages us to take control of our feelings and frequency so that we can become the architects of our lives.
Without The Power you would not have been born. Without The Power, there wouldn’t be a single human being on the planet. Every discovery, invention, and human creation comes from The Power. Perfect health, incredible relationships, a career you love, a life filled with happiness, and the money you need to be, do, and have everything you want, all come from The Power.
3. “Life is supposed to be fun! When you’re having fun, you feel great and you receive great things! Having fun brings the life you want, and taking things too seriously brings a life you have
to take seriously.”
4. “Let go of the things you don’t love about your childhood, and keep the things you love. Let go of the things you don’t love about your adolescent and adult years, and keep the good things. Just keep the things you love about your whole life.”
5. “When you’re feeling joyful, you are giving joy, and you’ll receive back joyful
experiences, joyful situations, and joyful people, wherever you go. From the
smallest experience of your favorite song playing on the radio to bigger
experiences of receiving a pay raise — all of the circumstances you experiences
are the law of attraction responding to your feeling of joy.”
6. “Life isn’t happening to you;
life is responding to you.”
7. “Whatever you can imagine is waiting for you, fully created in
the invisible, and the way to make it visible is to harness the
force of love by imagining and feeling what you love.”
8. “Many people don’t know about the power of good feelings,
and so their feelings are reactions or responses to what
happens to them. They have put their feelings on automatic
pilot, instead of deliberately taking charge of them.”
9. “The more love you give in your day-to-day life, the greater the magnetic power of love you have in the field around you, and everything you want will fall at your feet.”
10. “Every single second is an opportunity to change your life, because in any moment you can change the way you feel.”
11. “The difference between someone who is struggling and someone who has a fabulous life comes down to one thing — love. Those who have a great life imagine what they love and want, and they feel the love of what’s they’re imagining more than other people.”
12. “So how do you fall in love with life? The same way you fall in love with another person — you adore everything about them! You fall in love with another person by seeing only love, hearing only love, speaking only love, and by feeling love with all your heart! And that is exactly how you use the ultimate power of love in love with life.”
13. “Whatever is in your magnetic field is attracting to itself, and so the more love in your field, the more power you have to attract the things you love.”
14. “You are the driver of your mind, so take charge and keep it busy
with your instructions by telling it where you want it to go. Your
mind only takes off on its own if you are not telling it what to do.”
15. “When anything good happens
to you in your day, give thanks. It doesn’t matter how small it is, say thank you. When you get the perfect parking space, hear your favorite song on the radio, approach a light that turns green, or find an empty seat on the bus or train, say thank you. These are all good things that you are receiving from life.”
16. “Your imagination is more real that then the world you see, because the world you see comes from what you imagine and believe! What you believe and feel to be true is what will be your life.”
17. “Whatever story you tell, whether good or bad, will be the story of your life. So start telling the story of your amazing life, and the law of attraction must make sure you receive it.”
18. “If you’re not feeling good and you want to change the way you feel, or if you want to lift good feelings higher, then take a minute or two and god through a mental list of everything you love and adore. You can do it while getting dressed in the morning, walking, driving or traveling anywhere.”
19. “What does it mean to be healthy? You may think that being healthy means that you are not sick, but being healthy is far more than that. If you feel okay, or average, or nothing much at all, you are not healthy.”
20. “Being healthy is feeling the same way as little children feel. Little children are bursting with energy every day. Their bodies feel light and flexible; moving is effortless. They’re light on their feet. Their minds are clear; they’re happy, and free of worry and stress. They sleep deeply and peacefully every night, and they wake up feeling completely refreshed, as if with a brand-new body. They feel passionate and excited about every new day. Look at little children and you will see what being healthy really means. It is the way you used to feel, and it is the way you should still feel.”
21. “Whatever you believe about your body, your cells believe too. They don’t question anything you think, feel, or believe. In fact, they hear every thought, feeling, and belief you have.”
22. “If you think or say, ‘I always get jetlag when I travel,’ your cells receive ‘jetlag’ as a command, and they must carry out your instructions. Think and feel that you have a weight problem, and your cells receive the order of a weight problem. They must follow your instructions and keep your body in an overweight condition.”
23. “You are the ruler
of a kingdom, and whatever you think and feel becomes the law of your kingdom — the law within your body.”
24. “Gratitude is the great multiplier, so say thank you for your health every single day.”
25. “Before you eat food or drink water, look at what you’re about to eat or drink and feel love and gratitude. Make sure your conversations are positive when you are sitting down to a meal.”
26. “Remember it only takes giving love and good feelings a minimum of 51 percent of the time to reach the tipping point and change everything.”
27. Between The Secret and The Power, Rhonda focuses on the mental preparation needed to achieve our dream lives. If you are looking to reset your feelings and energy level, The Power
will help you do just that. Without making the commitment to eating healthier and incorporating consistent exercise into life, success will remain elusive, even for the most well-prepared mind
compiled by Sompong Yusoontorn
[category Rhonda Byrne]
There Are No Accidents, Despite What You Believe. There Is Only Cause And Effect, And When The Cause Is Far Away In Time, The Effect Returns After You Have Forgotten It. But Be Sure That Everything That Befalls You, Good Or Bad, Is The Result Of Some Action In The Past.
These Mishaps Are Like An Echo. If I Shouted Yesterday And The Echo Waited Until Today To Come Back, I Might Have Forgotten All About It. Then How Am I Learning To Prevent Theses Delayed Reactions, If I’ve Already Forgotten About Them? By Being More Alert.
Actions Return To Us Over And Over From Different Directions. So Many Kinds Of Cause And Effect Are Working All Around Us That One Must Be Very Alert To See Them. Nothing Is Random In The Universe. Your Past Actions Are Not Returning To Punish You But To Catch Your Attention. They Are Like Clues.
You Are Not Who You Think You Are. You Live In Many Layers Of Reality. One Of These We Shall Call Spirit. Imagine That You Do Not Know Yourself As Spirit But That Your Spirit Knows You. What Would Be More Natural Than It Should Call To You? The Clues That Fall Out Of The Sky Are Messages From Spirit, But You Must Be Alert To Catch Them.
Spirit Is Difficult To Heed. If You Are Getting Better And Better At Avoiding Disaster, You Are Learning To Listen.
Adapted by RAJENDRA.DESHPANDE From The Way Of The Wizard: Twenty Spiritual Lessons For Creating The Life You Want, By Deepak Chopra (Harmony Books, 1995).
There was once a priest who was very poor, there were constant quarrels in his house between his unhappy wife, his hungry children and his helpless parents. He begged the deity of his temple to help. So the deity gave him a pot of gold. The happy priest sold the gold and used the money to repay his debts, bought all the things money could buy, and even made investments to secure his future. But soon after the quarrels started again: between his greedy wife, his ambitious children and his neglected parents. Each one wanted a greater share of the treasure. Annoyed, the priest went to the deity and demanded a solution. Once again the deity gave him a pot of gold. “No, I don’t want another pot of gold. Give me something that solves the problem truly,” cried the priest. “Pot of gold!” exclaimed the deity, “But I never gave you a pot of gold. I gave you the nectar of wisdom. Did you not drink it? Or were you too distracted by the container?”
Stories, symbols and rituals that define a culture, even business practices that shape an organization, make up the pot of gold that we all engage with; contained within it is belief in the culture that makes us see the world in a particular way. Overlooked.
Belief is subjective truth, my truth and your truth, the lens through which we make sense of the world.
Animals do not have beliefs. Animals want to know if the other is food, a mate or a threat. Humans, however, are consumed with notions of what is true (satyam, in Sanskrit), good (shivam) and beautiful (sundaram). Belief establishes these. Belief enables us to qualify people as heroes, villains and victims. Everyone believes their subjective truth to be the objective truth, and clings to it firmly, as it determines their self-image and their self-worth
As is belief, so is behaviour, so is business. i.e Intent, Task and the Target, in other words eat, mate and survive vs, beauty, right, truth, and peace..choose..
Organizational values are mapped to particular behaviours: the assumption is that certain behaviours reflect certain beliefs. This assumption allows the pretender to thrive in corporations, for as long as you are polite or mindful of protocol and respectful of rules, no one really cares what you feel or think. Belief may express itself in behaviour, but the reverse may not be true. When corporations speak of growth, they speak of institutional growth not individual growth. And growth is always seen in terms of accumulation of wealth or equity or skills, never in terms of emotion or intellect most of the time
Despite objectivity , management is firmly rooted in the subjective truth and obsessed with goals. Targets come first, then tasks, then people
Erstwhile western management thinkers were convinced that goal-orientation is logical, hence the universal solution to all business problems.
And / but in cultures like India, where this goal-orientation is seen as a problem, not a solution, here means are as important if not more as the ends !
While Belief is the seed from which sprouts every human enterprise, every culture, every act of human kindness and cruelty, every belief is irrational and hence a myth; mythology, is study of cultural historical stories, symbols and rituals to decode the beliefs they communicate.
For the believer, his belief is objective truth; he therefore rejects the notion of myth, and that is why We convince ourselves that our beliefs are rational hence right, while those of others are irrational, hence wrong… an thus we get delighted since Every animal looks at the world differently but the human gaze is especially different because the reality of nature is being constantly compared and contrasted with imaginary reality inside the head.
Because every other human we encounter has their own version of imagined reality and each person is convinced that their imagined reality is the ‘correct’ version of reality we use language, creativity and reason to communicate OUR view and convince others of OUR view, discuss debate negotiate convince coerce confuse compel and what not ????
Now you can reach the various Government departments through their following websites to avail their services
🔴1. Birth Certificate
🔴2. Caste Certificate
🔴3. Tribe Certificate
🔴4. Domicile Certificate
🔴5. Driving Licence
🔴6. Marriage Certificate
🔴7. Death Certificate
🔴1. PAN Card
🔴3. Ration Card
🔴5. Inclusion of name in the Electoral Rolls
🔴3. With State Employment Exchange
🔴1. Waiting list status for Central Government Housing
🔴2. Status of Stolen Vehicles
🔴3. Land Records
🔴4. Cause list of Indian Courts
🔴5. Court Judgments (JUDIS )
🔴6. Daily Court Orders/Case Status
🔴7. Acts of Indian Parliament
🔴8. Exam Results
🔴9. Speed Post Status
🔴10. Agricultural Market Prices Online
🔴1. Train Tickets Online
🔴2. Air Tickets Online
🔴3. Income Tax Returns
🔴4. Complaint with Central Vigilance Commission (CVC)
🔴1. Prime Minister’s Relief Fund
🔴1. Send Letters Electronically
🔴2. Business (External website that opens in a new window)
🔴5. Know India
~~~Brahma Satya, Jagat Mithya~~
Export-Import Bank provides some loans, but mostly loan guarantees and insurance in targeted, yet crucial markets
god creates creators
out of our own efforts we at best just become writers
I will be blessed the day I could say
what I have to say
in the way the world wants to hear
in the way the world has to be told
“”Zap the Gaps! ISBN 0060503009 “”
Target Higher Performance and Achieve It!
By Ken Blanchard, Dana Robinson, and Jim Robinson
Published by HarperCollins Publishers 2002
In a nutshell
Characters : Angela Krafft results-oriented boss,Bill Ambers protagonist director of customer service in a call center,Sarah HR counterpart and mentor, Landscaper Michael St. Vincent
About :Identifying gaps that costs billions and their causes so as to dig right solutions > companies and persons have a lot of uniqueness in them like Plants or Trees or other living beings
Identify The Business Needs by asking “What is our reason for being?” Kill the problem at the first point of contact once and for all, by improving the capabilities to achieve peak performance all time in an empowering environment.
What would YOU need to ‘do more’, ‘do better’, or ‘do differently’ to compete with others like you.
Now Replace YOU with your team, or your company or your supplier or your customer.. you would have now got answers to all your questions
What you SHOULD be doing can be seen and learnt from the STAR performers in the field
When you want to know something., or when someone wants your advice., you should;
Greet and welcome whole heartedly. Ask openend questions for they yeild better quallity and quantity of requisite information . Listen fully and acknoweldge the issue on hand. Be Emphathetic to fit the emotions and feelings of the parties concerned. Refrain being argumentative or defensive or combative. Dont just react , respond measuredly. Identify the key expectations of counterparty and specify the deliverables that could be expected. Exhibit patience, promptnes ,accuracy, comprehensive solution. Apologize, and accept mistakes. Thank for the oppurtunity, express genuine gratitute
What ‘is’ is not as important as what ‘should’ be. What is external and internal to an organization affects its culture a lot But What is internal to a individual affect his permormce more so than any thing else !! The Skill Knowledge and Talent count!!! Pint down the actual issue causer that needs resolution
Expertise canbe gained fast but Experience has tobe earned over a period of time .Specialization do help for firefighting faster, but generalization facilitates handling any situation with ease Communications problem can be eaasily solved if there is a good network and rapport Availability of Adequte information helps in correct and timely decisions Clear expectations bring about rewarding performance. Choose the right mix of actions to solve the issue on hand.
Excellent Leaders, The MOMENTS That Define you [Author: Lee J.Colan Publisher:Cornerstone Leadership Institute]
1 Commit: Giving your all-time best > You are the conductor of your own thoughts ,Mentally reframe challenges to view them in a positive light,Your responsibility as a leader includes always pushing your people and yourself>Think excellence “Why do we do what we do?”, Know it yourself and let your team also understand. Keep it simple people commit to what they can understand but Think big-stir the emotions,causes not goals are reasons to go to work every day >Create a compelling cause Define and live by your team’s foundational values,Look at repeat problems for symptoms of cracks in value systems,Define rules of engagement describing how a team interacts, help focus on what is critical for performance >Secure your foundation
2 Plan: Taking time out Take time to plan/ proactively estimate and forecast instead of just reacting and firefighting,Answer the questions -What are we trying to achieve? (Goals)-How are we going to achieve it? (Plans)-How can I contribute? (Roles)-What’s in it for me? (Rewards),Be more specific, have clarity,Don’t underestimate others intelligence -What am I absolutely passionate about? -Which tasks are very easy and natural for me to perform?Decide to Do or to Delegate,Match each employee’s sweet spot to job requirements,Redesign/reengineer the procedure and process work to keep your team in their sweet spots,eliminating redundancy,reduce /reuse or refuse ineffective resources utilisation >Optimize Sweetspots Cut through the complexities,simple, focused teams are more productive,Identifying this 20 percent of things which are responsible for 80 percent of profits allows you to concentrate 80 percent of your efforts on areas in which they will be most effective so as to Leverage your vital few and minimize your trivial many>Magnify your leadership
3 Act: Making every minute count Excellence belongs to those who act [and grab Life rewards ]instead of making excuses and be inactive Look for excellence in all you do and excellence will find you.Focusing on positive aspects of life attracts “luck”. Look at how adn where you spend your time and enery and resources.Hard work is the best predictor for success>Check your focus Learn to say NO to good so as to say YES to better use of resources,Dont let go team’s time, money and energy wasted in meetings,Do not worry about things that are outside your control and loose focus by being unnecessarily concerned>Treasure your precious resources Spend your time making meaningful decisions, on-line real-time , on those important and urgent issues,Collect the best information you can quickly, then use your leadership intuition to make the decision,Listen more and speak less, look for body langauge and non verbal cues,read between lines, feel the pulse,the higher you are in an organization, the more filtered the information you receive > validate your inputs before decisions
4 Connect: Reaching for the hands of time Showing appreciation is a matter of priority and action, appreciate the subtle difference in treatment between a person and an employee,reinforces desired behavior by more positive intereactions for every negative interaction, appreciate inpublic and scold in private, Employee recognition is more effective when it is tailored to the individual >Look beyond your employees Methodically cultivate relationships/network, get trends and grapewine information,have good MIS,make best your of data on hand and respond fast , take help, research, ask >Cultivate your network Use Effective fun, simple and meaningful,rituals to reinforce your team values for better interaction that fit both your leadership style and the chemistry of the team, few but deep >Ritualize your team -Revitalize
5 Invest: Giving your time to improve a life Mentor for success in work and life of our colleagues,Coach well the first time avoiding cost of repetition by proper investment of a leader’s time and energy,Experiences help you and your employees grow > INSPIRE and Motivate Living your legacy is often the best way to ensure that it will remain, and is also a good way to lead through example Passing the baton to someone you have invested in and seeing your values reflected in that person is one of the most joyful moments for any leader.Even small investments can pay off> Live and Leave your legacy Embrace lifelong learning & build self confidence and instil confidence on team, Use your downtime as mental uptime– read, listen, learn, visualize ,Take help from mentors to get valuable answers to tough questions> Exercise your brain as much as your body
6 Change: Adapting to the times Constantly examine your boundaries to determine if they should be let down for expansion or kept up When you feel you are cruising to victory, take a look around, be humble and focused on the next level, Discomfort allows you to keep your momentum and gives a healthy alertness of where you can improve. > Delight in discomfort Since fear of the unknown is always the strongest, defining moments can occur when you choose to know your fears,act on them, don’t react to them,seek noholds barred input,allowe and accept differing opinions > Get rational about your fears Be Convinced that YOU [your team ] make the difference,Change the world with one small act of yours, one at tiem,regularly,frequently,always pursuing excellence for you and the people around you. >Multiply your power of one
7 Conquer: Standing the test of time Real survivors are masters of their own circumstances, never victims of them. Take inventory of what is lost and what is not, Be thankful, Appreciate the graces,Convert turning points into learning points,Do not obsess about yesterday and do not be seduced by the promise that tomorrow >Move through adversity steadfastedly List your non-negotiables ,be bold and faithful,Excellent leaders break the rules on knowing what is right and acting on it cultiving courage to conquer outside forces, and humility to conquer the inside ones> Take your stand Most people fail because they do not stick to it long enough to succeed Ignoring the odds and critics, never ever giving up, always have faith in yourself and your team > Stick to it Patiently
To know how to infuse work with meaning and how to energize and engage the workforce how to how to lead those around Read 123 pages of Way of the Shepherd, The 7 Ancient Secrets to Managing Productive People By Dr. Kevin Leman and William Pentak OR Learn that leadership is personal not professional as can be found below:
Know the Condition of Your Flock > Focus more on people rather than on projects/process/procedure. Recognize each invidual is unique. Discover their personal taste/talents/aspirations and skill and not just treat as another headcount, and connect to them by engaging Be sensitive to employees’ sentiments. People don’t care about how much you know until they know how much you care
Discover the Shape of Your Sheep > Arrange to facilitate acquisition of skill set needed to do the job by training , matching their talents.Fing what they are passionate about and place them accordingly.pick attitude over talent. Since a person is a product of their life experiences,match their job with personality
Help Your Sheep Identify with You > appreciate the need to belong, be authentic and commpassionate so that they love to follow you, simultaneously set high standards of integrity and Eliminate uncertainty and exhibit your love for the cause. Make People feel like you couldn’t do it without them but also Cull chronic instigators ; offer regular job rotation to prevent moss,use persuasion rather than coercion.
Make Your Pasture a Safe Place >Remember People can handle the uncertainty of tomorrow if they can see a leader they are certain they can trust today. Scold the situation not the person.
The Staff of Direction > Give your people freedom but demarcate the limits also, not micro management but proper delegation, though you give the authority to them, you hold the responsibility.Let them know that failure isn’t fatal and that they can learn from their mistakes
The Rod of Correction > Fight for them against external enemies ,Approach discipline as an instructive exercise /teaching opportunity.Regularly inquire about your people’s progress,ask how they’re doing,challenge to grow.
The Heart of the Shepherd >If it’s greatness you want, it’s greatness you must give , Invest Time Enegry and commitment , By focusing on people do not let go of the jobg targets
Thoughts By Brian Tracy on Habits of Character and Leadership • The ultimate aim of human life and activity is development of character, according to Aristotle. The most important goal you could hope to accomplish in the course of your life is to become an excellent person, in every respect. Your purpose should be to develop the kind of personality and character that earns you the respect, esteem, and affection of the important people in your world. • Develop Your Own Character :Aristotle, probably the greatest philosopher and thinker of all time, said a simple method can help, if you wish to learn a virtue later in life. Simply practice the virtue in every situation where that virtue is required. In other words, if you wish to develop the quality of courage, act courageously even when you feel afraid. • Aspire to Leadership :It is not easy to rise to a position of leadership in any organization or in any society. The competition for leadership is fierce. Only the people who are the very best equipped to acquire leadership positions and then to hold on to those positions rise to the top in any area. • Whatever It Takes :In a way, leadership is "situational." What is necessary for success in a leadership position is determined by many factors, including the people to be led; the objectives to be accomplished; the competition for resources; the social, cultural, political, and economic environment; and the situation that the leader finds at the moment. Changing any of these factors will change the qualities of leadership necessary for success. • The True Test of a Leader:Peter Drucker says the only event that is inevitable in the like of the leader is the "unexpected crisis." Only when you encounter a setback, an obstacle, a difficulty, or the inevitable crisis, do you demonstrate the kind of person you really are. It is not what you say, wish, hope, or intend that reveals your character. It is only your actions, especially your actions in the face of adversity and possible setbacks or losses. • You Are Responsible :Once you have developed a clear vision for your ideal future and resolve to develop unshakable courage by doing the things you fear, you must develop the habit of accepting complete responsibility for yourself and for every aspect of your life. • Tell the Truth :Perhaps the most important quality of leadership is the habit of integrity. You develop integrity and become a completely honest person by practicing telling the truth to yourself and others in every situation. Shakespeare wrote, "To thine own self be true," meaning that you are what you believe in. You must continually clarify what you stand for and what you will not stand for. Once you have decided that you are going to build your life around certain values, you refuse to compromise those values for anything. • Action Exercise :Imagine that you could write your own eulogy. How would you like to be remembered and described by others when you are gone?
I began searching for the secrets of success many years ago,and learnt from A wise man who had studied success for more than 50 years who concluded that the greatest success principle of all was, “learn from the experts.”
Learn From the Experts .If you want to be a big success in any area, find out what other successful people in that area are doing, and do the same things, until you get the same results. When I studied the interviews, speeches, biographies and autobiographies of successful men and women, I found that they all had one quality in common. They were all described as being “extremely well organized.” They used their time very, very well. They were highly productive and they got vastly more done in the same period of time than the average person.
Be Both Effective and Efficient. High performing men and women were both effective and efficient. They did the right things, and they did them in the right way. They were constantly looking for ways to improve the quality and quantity of their output. As a result, their contribution to their organizations was vastly higher and therefore much better paid, than the contributions of the average person.
Action Exercises . Here are two things you can do immediately to put these ideas into action: First, develop a study plan today to learn from the experts in your field. This can save you years of hard work. Second, decide what is the most important thing to do, and then decide how to do it.
Use A Time Planner A time planner, broken down by day, hour and minute, organized in advance, can be one of the most powerful, personal productivity tools of all. It enables you to see where you can consolidate and create blocks of time for concentrated work. Eliminate All Distractions During this working time, you turn off the telephone, eliminate all distractions and work non-stop. One of the best work habits of all is for you to get up early and work at home in the morning for several hours. You can get three times as much work done at home without interruptions as you ever could in a busy office where you are surrounded by people and bombarded by phone calls. Create an Office in the Air When you fly on business, you can create your office in the air by planning your work thoroughly before you depart. When the plane takes off, you can work non-stop for the entire flight. You will be amazed at how much work you can go through when you work steadily in an airplane, without interruptions. Make Every Minute Count One of the keys to high levels of performance and productivity is for you to make every minute count. Use travel and transition time, what is often called “gifts of time” to complete small chunks of larger tasks. Remember, the pyramids were built one block at a time. A great life and a great career is built one task, and often, one part of a task, at a time. Your job in time management is to deliberately and creatively organize the concentrated time periods you need to get your key jobs done well, and on schedule. Action Exercises Here are two steps you can take immediately to put these ideas into action. First, think continually of different ways that you can save, schedule and consolidate large chunks of time. Use this time to work on important tasks with the most significant long-term consequences. Second, make every minute count. Work steadily and continuously without diversion or distraction by planning and preparing your work in advance. Most of all, keep focused on the most important results for which you are responsible.
•All the succcessful persons ask good questions and listen carefully to the answers. One of the most important skills of listening is simply to pause before replying. When the prospect finishes talking, rather than jumping in with the first thing that you can think of, take three to five seconds to pause quietly and wait. •Becoming a Master of the Pause >All excellent listeners are masters of the pause. They are comfortable with silences. When the other person finishes speaking, they take a breath, relax and smile before saying anything. They know that the pause is a key part of good communications. •Three Benefits of Pausing >Pausing before you speak has three specific benefits. The first is that you avoid the risk of interrupting the prospect if he or she has just stopped to gather his or her thoughts. Remember, your primary job in the sales conversation is to build and maintain a high level of trust, and listening builds trust. When you pause for a few seconds, you often find the prospect will continue speaking. He will give you more information and further opportunity to listen, enabling you to gather more of the information you need to make the sale. •Carefully Consider What You Just Heard >The second benefit of pausing is that your silence tells the prospect that you are giving careful consideration to what he or she has just said. By carefully considering the other person’s words, you are paying him or her a compliment. You are implicitly saying that you consider what he or she has said to be important and worthy of quiet reflection. You make the prospect feel more valuable with your silence. You raise his self-esteem and make him feel better about himself. •Understanding With Greater Efficiency >The third benefit of pausing before replying is that you will actually hear and understand the prospect better if you give his or her words a few seconds to soak into your mind. The more time you take to reflect upon what has just been said, the more conscious you will be of the their real meaning. You will be more alert to how his words can connect with other things you know about the prospect in relation to your product or service. •The Message You Send >When you pause, not only do you become a more thoughtful person, but you convey this to the customer. By extension, you become a more valuable person to do business with. And you achieve this by simply pausing for a few seconds before you reply after your prospect or customer has spoken. •Action Exercises >Here are two things you can do immediately to put these ideas into action.First, take time to carefully consider what the customer just said and what he might mean by it. Pausing allows you to read between the lines.Second, show the customer that you really value what he has said by reflecting for a few moments before you reply.
Take Time Out for Mental Digestion By: Brian Tracy How to get support for your ideas more easily than ever before. Many years ago a retiring executive gave me an old pamphlet titled, “Take Time Out for Mental Digestion.” saying that this little pamphlet had been one of the most helpful things he had ever read in his business life. At the time I spoke to him he was the president of a corporation with more than 10,000 employees. The message of this pamphlet was simple. It said that people always resist new ideas and new courses of action, even if the ideas are good for them. However, if they have an opportunity to think about them for a few days, very often they will come around to the new way of thinking with both agreement and enthusiasm. The pamphlet said that an individual needs about 72 hours to absorb a new idea. Effective executives are those who present their ideas in very casual way, rather than as a decision or a fact engraved in stone. They present their thoughts as ideas for consideration. Effective executives encourage the other person to take the new idea or new way of doing things and think about it for a few days. They say that “we can discuss this later” and they just leave the idea with the other person. Over the years, I have found this to be a remarkable piece of advice and a very important insight to communicating effectively with others. People Will Resist Change >It is normal and natural for people to resist change of any kind, even and including a change that they will benefit from. So, allow them to take time out for mental digestion. Present your new idea in a low keyed, non-threatening way and just encourage the individual to think about it for a while and then discuss it later. Present Ideas As Possibilities >In my early executive career, I was continually frustrated by trying to get my ideas, which I had thought through and which I, of course, thought were wonderful, accepted by my seniors and my co-workers. When I started taking time out for mental digestion and just presented my ideas as possibilities, I was astonished at how much more readily people turned around and came to see the validity of the ideas. I also found that, if you present an idea with too much enthusiasm, you trigger natural resistance which soon becomes ego-based, irrespective of the validity of the ideas. Present Ideas in a Low-Keyed Manner >On the other hand, if you present your ideas in a low-keyed manner and just leave them for consideration, people can come around to accepting them in their own time and embracing your new ideas without any loss of face or without any ego problems. The next time you have a great idea, mention it casually and ask other people what they think about it. Give people time to digest the idea, even if they are totally opposed to it at the beginning. Action Exercises >Now, here are two things you can do to use this principle in practice. First, think your ideas through on paper before you present them to others. Expect natural resistance. When you do present your ideas, do it in a low keyed, almost indifferent manner so that it stirs up no resistance. Second, expect your ideas to be rejected initially. When this happens, simply ask open ended questions to get feedback and then present your ideas again at a later time in a different form. It is amazing how effective this strategy will be.
•Highly creative people tend to have fluid, flexible, adaptive minds. Here are three statements that creative people can make easily and which you learn by regular practice •Admit It When You Are Wrong >The first is simply, “I was wrong.” Many people are so concerned with being right that all their mental energy is consumed by stonewalling, bluffing, blaming and denying. If you’re wrong, admit it and get on to the solution or the next step. •Three Benefits of Pausing >Pausing before you speak has three specific benefits. The first is that you avoid the risk of interrupting the prospect if he or she has just stopped to gather his or her thoughts. Remember, your primary job in the sales conversation is to build and maintain a high level of trust, and listening builds trust. When you pause for a few seconds, you often find the prospect will continue speaking. He will give you more information and further opportunity to listen, enabling you to gather more of the information you need to make the sale. •Face Up to Mistakes >Second, non-creative people think that it is a sign of weakness to say, “I made a mistake.” On the contrary, it is actually a sign of mental maturity, personal strength and individual character. Remember, everybody makes mistakes every single day . •Be Flexible With New Information>The third statement that creative people use easily is, “I changed my mind.” It is amazing how many uncomfortable situations people get into and stay in because they are unwilling or afraid to admit that they’ve changed their minds. . •Be Willing to Cut Your Losses >If you get new information or if you find that you feel differently about a previous decision, accept that you have changed your mind and don’t let anyone or anything back you into a corner. If a decision does not serve your best interests as you see them now, have the ego-strength and the courage to “cut your losses,” to change your mind and then get on to better things •Action Exercises >Here are two ways you can break out of narrow thinking patterns and become more creative. First, be willing to admit that you are not perfect, you make mistakes, you are wrong on a regular basis. This is a mark of intelligence and courage. Second, with new information, be willing to change your mind. Most of what you know about your business today will change completely in the coming years so be the first to recognize it
Anyone can enjoy success simply by reaching the point where they are perfectly content with their life in most respects, provided you always continue to learn, grow, innovate and improve and build Your ability to get along with others Law of Cause and Effect- Everything happens for a reason; Every action has a reaction equal or opposite Law of Belief- Whatever you truly believe in will become reality Law of Expectation- Whatever you conceive you will achieve; you do really dream up your future Law of Attraction-You attract what you desire;thoughts are powerful and can penetrate almost any barrier Law of Correspondence-Outside world is an image of your mental makeup inside;what you visualize and imagine inside you will experience outside Law of Control-no one can decide on your mood except yourself; it is not the events but how you react is what matters Law of Accident- Life is a series of random occurrences; it is upto to make the most benefit of each incident Law of Responsibility-You are responsible for whatever happens to you and your life;you have to take charge Law of Direction- Successful people need to have clear sense of purpose and direction Law of Compensation- You are fully compensated for whatever you do, positive or negative appropriately Law of Preparation -no pain no gain;serious hardwork gets rewarded Law of Purpose-Ethics and morals will gudie you the right path; It is not the sail but the rudder that matters more Law of the Customer-Customer is the king; business exists to satisfy the customers felt needs; Law of Quality-Quality is what the customer says it is and is willing to pay for;efficieny /productivity/aesthetics alone may not be enough Law of Specialization-Focus and expertise due to iteration ;In what ways could our product or service be modified or improved so that it satisfies even more of the special needs of a larger number of customers? Law of Integrity-honesty, truthfulness, and fairness at all levels at all times Law of Courage-Decisive and Firm and ability to say No Law of Power-ability to influence people over whom you have no direct control or authority Law of Capital- Your most valuable asset, in terms of cash flow, is your physical and mental capital, your earning ability. Law of Time Perspective-Understanding what is important and urgent; understanding your and mine views; understanding yesterday today and tomorrow Law of Investing-Investigate before you invest Law of Sales- Nothing happens until a sale takes place Law of Need- Every decision to purchase a product of service is an attempt to satisfy a need or relieve a dissatisfaction of some kind Law of Persuasion- The purpose of the selling process is to convince customers that they will be better off with the product than they would be with the money necessary to buy the product/service Law of Perverse Motivation- Everyone likes to buy, but no one wants to be sold. Law of Negotiating- Everything is negotiable Law of Four -Four issues, are to be decided upon in any negotiation of which one will be the main issue and three will be secondary issues Law of Anticipation- Eighty percent of your success comes form your preparation ie 20 pcercent of your efforts Law of Greater Power- The person with the greater power, real or imagined, will get the better deal in any negotiation Law of Clarity- The clearer you are about your goals and objectives, the more efficient and effective you will be Law of Posteriorities- Before you start something new, you must discontinue something old/obsolete Law of Competence- You can increase your efficiency and your effectiveness by becoming better and better at your key tasks
1 Remember you are working with people: Don’t exhaust them. People aren’t machines. Treat them with dignity and respect. 2 Listen to and talk with your people: Be inclusive. Do it frequently. Value and develop people skills in supervisors and managers. 3 Fix things promptly: Don’t let issues fester. Keep people informed of progress. 4 Make sure your paperwork is worth having: Keep it current. Make sure it’s meaningful. 5 Measure and monitor risks that people are exposed to: Don’t just react to incidents: fix things before incidents happen. Control risks at their source. 6 Keep checking that what you are doing is working effectively: Are you achieving what you think you are?
We have all heard of the Golden Rule-and many people aspire to live by it. The Golden Rule is not a panacea. Think about it: “Do unto others as you would have them do unto you.” The Golden Rule implies the basic assumption that other people would like to be treated the way that you would like to be treated
Now the Tony Allesandra’s Platinum rule says : “Treat others the way they want to be treated.” Ah hah! What a difference. The Platinum Rule accommodates the feelings of others. The focus of relationships shifts from “this is what I want, so I’ll give everyone the same thing” to “let me first understand what they want and then I’ll give it to them.”….understand what drives people and recognize your options for dealing with them…
So the Double Platinum rule is (you guessed it), “treat others the way they don’t even know they want to be treated”. Anticipate their needs, not just felt and expressed., but unknown but real and hidden ones too..and exceed the expectations and not just do you job..
Directors are driven by two governing needs: to control and achieve. Directors are goal-oriented go-getters who are most comfortable when they are in charge of people and situations. They want to accomplish many things-now-so they focus on no-nonsense approaches to bottom-line results.
Directors seek expedience and are not afraid to bend the rules. They figure it is easier to beg forgiveness than to ask permission. Directors accept challenges, take authority, and plunge head first into solving problems. They are fast-paced, task-oriented, and work quickly and impressively by themselves, which means they become annoyed with delays.
Directors are driven and dominating, which can make them stubborn, impatient, and insensitive to others. Directors are so focused that they forget to take the time to smell the roses.
Socializers are friendly, enthusiastic “party-animals” who like to be where the action is. They thrive on the admiration, acknowledgment, and compliments that come with being in the lime-light.
The Socializer’s primary strengths are enthusiasm, charm, persuasiveness, and warmth. They are idea-people and dreamers who excel at getting others excited about their vision. They are eternal optimists with an abundance of charisma. These qualities help them influence people and build alliances to accomplish their goals.
Socializers do have their weaknesses: impatience, an aversion to being alone, and a short attention span. Socializers are risk-takers who base many of their decisions on intuition, which is not inherently bad. Socializers are not inclined to verify information; they are more likely to assume someone else will do it.
Thinkers are analytical, persistent, systematic people who enjoy problem-solving. Thinkers are detail-oriented, which makes them more concerned with content than style. Thinkers are task-oriented people who enjoy perfecting processes and working toward tangible results. They’re always in control of their emotions and may become uncomfortable around people who very out-going, e.g., Socializers.
Thinkers have high expectations of themselves and others, which can make them over-critical. Their tendency toward perfectionism-taken to an extreme-can cause “paralysis by over-analysis.” Thinkers are slow and deliberate decision-makers. They do research, make comparisons, determine risks, calculate margins of error, and then take action. Thinkers become irritated by surprises and glitches, hence their cautious decision-making. Thinkers are also skeptical, so they like to see promises in writing.
Relaters are warm and nurturing individuals. They are the most people-oriented of the four styles. Relaters are excellent listeners, devoted friends, and loyal employees. Their relaxed disposition makes them approachable and warm. They develop strong networks of people who are willing to be mutually supportive and reliable. Relaters are excellent team players.
Relaters are risk-aversive. In fact, Relaters may tolerate unpleasant environments rather than risk change. They like the status quo and become distressed when disruptions are severe. When faced with change, they think it through, plan, and accept it into their world. Relaters-more than the other types-strive to maintain personal composure, stability, and balance.
In the office, Relaters are courteous, friendly, and willing to share responsibilities. They are good planners, persistent workers, and good with follow-through.
Relaters go along with others even when they do not agree because they do not want to rock the boat.
Here comes another way of looking at it
Attraction The ignition of desire
Bargaining Weighing the possibilities with close friends
Submission Jumping in
Perks Relishing in the “benefits” of the relationship
The Tipping Point Where it starts to go downhill
Purgatory The culmination of annoyances
Confrontation Ending the relationship
Fallout The unavoidable backlash
Coexistence Letting go and moving on
Crux of the book that might remind yourself what all will help you in your journey to succes
Your Appeal shd be appreciated atleast by you Write A Personal Work At Wo r k Walk The Talk Venture Outside The Box Use the Power of Patience Understand Courage Treasure the Earth GoGREEN Think Wi n – Wi n Thank Your Ancestors Teach Our Childre n … Submit to a Higher Power Stay Fit and Healthy Stay Centere d Show Loyalty Set Goals Save Face of yours and your team S p read Your Enthusiasm S h a re the Cre d i t Run the Short Road Risk Failure Reward Hardwork, work hard too Respect and Defend All Life Remain Adaptable Relax Your Body Rejoice In the Day Record Your Thoughts Read, Read, Read Read Biographies Retire Early Practice Peace Practice Forgiveness Promote Observe and Be Aware Offer Freely Negotiate With Power Master Success Make Today Special Make Everyone Feel Important Maintain Your Presence Maintain A Positive March the Long Road Love Many Things Look in the Mirror Listen to Your Instincts Let Them Be Lead by Example Learn Invest In Your Future Imagine Honor The Military Hold Sacred … Heed the Wa rn i n g s Have Faith Give Yourself the Gift of Give Generously Get Tough Follow Your Code of Honor Follow Through Focus on Your Strengths Face Fear Forget Everybody Enjoy Quiet Ti me Embody Integrity Don’t Complicate Matters Don’t Be A Perfectionist Do What You Love Doing Do What Others Can’t Divide and Conquer Develop Your Special Talent Develop Your Sense of Humor Develop Winning Habits Demonstrate Your Love Count the Time Communicate with Ease Commit to Never Ending Close the Door on the Past Cause Change Call to Action Control Conflict Build Your Team Build Networks Become Grateful Be the Warrior Be Prudent Be Proud Be Persistent Be Open to New Ideas Be Frugal Be Decisive Be A Mentor Avoid negative thoughts and thinkers Ask yourself before you question others Ask questions a lot Appreciate your customers Applaud the beginner Allow you opponent oppurtunity to be heard Act with boldness, be couragious Act as your Feel, respect intuition Accept Differences
Just do it. Eat that Frog Brian Tracy
Galileo once wrote,
“You cannot teach a person something he does not already know; you can only bring what he does know to his awareness.”
Success Is Predictable
Simply put, some people are doing better than others because they do things differently and they do the right things right.
A Simple Truth
The ability to concentrate single-mindedly on your most important task, to do it well and to finish it completely, is the key to great success, achievement, respect, status and happiness in life.
YOU will never be able to do everything you have to do
The Need to Be Selective
An average person who develops the habit of setting clear priorities and getting important tasks completed quickly will run circlesaround a genius who talks a lot and makes wonderful plans but who gets very little done.
Your “frog” is your biggest, most important task, the one you are most likely to procrastinate on if you don’t do something about it.
The first rule of frog-eating is: “If you have to eat two frogs, eat the ugliest one first.”
The second rule of frog-eating is: “If you have to eat a live frog at all, it doesn’t pay to sit and look at it for very long.”
SO, if you have two important tasks before you, start with the biggest, hardest and most important task first. Discipline yourself to begin immediately and then to persist until the task is complete before you go on to something else .you are paid and promoted for getting specific, measurable results Many people confuse activity with accomplishment.
The habit of setting priorities, overcoming procrastination and getting on with your most important task is a mental and physical skill.With practice, you can learn any behavior or develop any habit that you consider either desirable or necessary. The three key qualities to develop the habits decision, discipline, and determination.
“Think on paper.”
“There is one quality that one must possess to win, and that is definiteness of purpose, the knowledge of what one wants and a burning desire to achieve it.” Napoleon Hill
Clarity is perhaps the most important concept in personal productivity.A major reason for procrastination and lack of motivation is vagueness, confusion and fuzzy mindedness about what it is you are trying to do, and in what order and for what reason.
Goals are the fuel in the furnace of achievement.> Decide exactly what you want. Write it down. Set a deadline on your goal . Make a list of everything that you can think of that you
are going to have to do to achieve your goal. . Organize the list into a plan [by priority and sequence] Take action on your plan immediately. Resolve to do something every single day that moves
you toward your major goal
“One of the very worst uses of time is to do something very well that need not be done at all.” Stephen Covey says that, “Before you begin scrambling up the ladder of success, make sure that it is leaning against the right building
Plan Every Day In Advance
Q:”How do you eat an elephant?”A:”One bite at a time!”
“Planning is bringing the future into the present so you can do something about it now.” Alan Lakein
Alex Mackenzie wrote, “Action without planning is the cause of every failure.”
Your mind, your ability to think, plan and decide, is your most powerful tool for overcoming procrastination and increasing your productivity .The more time you take to make written lists of everything you have to do, in advance, the more effective and efficient you will be
Adopt Six “P” Formula. It says, “Proper Prior Planning Prevents Poor Performance.”
10/90 Rule says that the first 10% of time that you spend planning and organizing your work, before you begin, will save you as much as 90% of the time in getting the job done once you get started.
Apply Pareto Principle -“Resist the temptation to clear up small things first.”
“We always have time enough, if we will but use it aright.” Wolfgang Von Goethe
80/20 Rule >”vital few,” the top 20% in terms of money and influence, and the “trivial many,” the bottom 80%. 20% of your activities will account for 80% of your results.So universally 20 Pct value accounts for 80 Pct volume.
The most valuable tasks you can do each day are often the hardest and most complex and these invariably payoff and reward tremendously
Just thinking about starting and finishing an important task motivates you and helps you to overcome procrastination
If you procrastinate on important things they become urgent
Consider the Consequences-“Long-term thinking improves short-term decision making.”
“Every man has become great; every successful man has succeeded, in proportion as he has confined his powers to one particular channel.” Orison Swett Marden
The potential consequences of any task or activity are the key determinants of how important it really is to you and to your company.
“long-time perspective” is the most accurate single predictor of upward social and economic mobility;future-orientation of the consequences of your actions.
“What are the potential consequences of doing or not doing this task?” “Future intent influences and often determines present actions.”
Think about the Long Term
“Failures do what is tension relieving while winners do what is goal achieving.”
Motivation requires motive.the time is going to pass anyway. The only question is how you use it and where you are going to end up at the end of the weeks and months
“There is never enough time to do everything, but there is always enough time to do the most important thing.”
“There will never be enough time to do everything you have to do.”
Deadlines Are an Excuse
Sometimes the job actually takes much longer to complete when people rush to get the job done at the last minute and then have to redo it
The question is “What are my highest value activities?””What can I and only I do, that if done well, will make a real difference?” “What is the most valuable use of my
time, right now?”
Peter Drucker said DO ONLY ,What can you, and only you do, that if done well, can make a real difference!!
As Goethe said, “The things that matter most must never be at the mercy of the things that matter least.” “Just begin and the mind grows heated;continue, and the task will be completed!”
Practice Creative Procrastination “You can only get your time and your life under control to the degree to which you discontinue lower value activities.”
“Make time for getting big tasks done every day. Plan your daily workload in advance. Single out the relatively few small jobs that absolutely must be done immediately in the morning. Then go directly to the big tasks and pursue them to completion.” Boardroom Reports
The fact is that you can’t do everything that you have to do. You have to procrastinate on something! Therefore, procrastinate on small tasks
A priority is something that you do more of and sooner, while a posteriority is something that you do less of and later, if at all.
Say it politely and courteously. “No!” Say it early and say it often.
Procrastinate on Purpose
Most people engage in unconscious procrastination.set posteriorities wherever and whenever you can.
Use the ABCDE Method Continually
“The first law of success is concentration – to bend all the energies to one point, and to go directly to that point, looking neither to the right or to the left.” William Mathews
An “A” item is defined as something that is very important. This is something that you must do. This is a task for which there can be serious consequences if you do it or fail to do it If you have more than one “A” task, you prioritize these tasks by
writing A-1, A-2, A-3, and so on in front of each item
A “B” item is defined as a task that you should do. But it only has mild consequences. These are the tadpoles of your work life. This means that someone may be unhappy or inconvenienced if you don’t do it, but it is nowhere as important as an “A” task. The rule is that you should never do a “B” task when there is an “A”
task left undone
A “C” task is defined as something that would be nice to do, but for which there are no consequences at all, whether you do it or not. This has no affect at all on your work life.
A “D” task is defined as something you can delegate to someone else. The rule is that you should delegate everything that anyone else can do so that you can free up more time for the “A” tasks that only you can do.
An “E” task is defined as something that you can eliminate altogether and it won’t make any real difference
But every minute that you spend on an “E” task is time taken away from a task or activity that can make a real difference in your life
Focus On Key Result Areas
“When every physical and mental resource is focused, one’s power to solve a problem multiplies tremendously.” Norman Vincent Peale
In its simplest terms, you have been hired to get specific results
The Big Seven
key result areas of management are: Planning,Organizing, Staffing, Delegating, Supervising, Measuring andReporting
key result areas of salespeople are: Prospecting, Building Rapport and Trust, Identifying Needs, Presenting Persuasively, Answering Objections, Closing the Sale, and Getting Resales and Referrals
Clarity Is Essential
The starting point of high performance is for you to first of all identify the key result areas of your work The employee’s ability to perform these tasks quickly and efficiently largely determines her pay and promotability.
Give Yourself a Grade
Grade yourself on a scale of 1-10 in each of those of your key result areas .Your weakest key result area sets the height at which you can use all your other skills and abilities
The better you become in a particular skill area, the more motivated you will be to perform that function, the less you will procrastinate and the more determined you will be to get it finished
The Great Question
“What one skill, if I developed and did it in an excellent fashion, would have the greatest positive impact on my career?” The good news is that all business skills are learnable .Never stop improving
The Law of Three
““Do what you can with what you have right where you are.” Theodore Roosevelt
One Thing All Day Long
“Once I had made up this list, you then told me to ask this question, ‘If you could only do one thing on this list, all day long, which one task would contribute the greatest value to your company?’ 90% of the value that you contribute to your company is contained in those TOP three tasks
Your rewards, both financial and emotional, will always be in direct proportion to your results, to the value of your contribution.It is quality of time at work that counts and quantity of time at home that matters.
When you go to work, put your head down and work the whole time. Start a little earlier, stay a little later, and work a little harder. Don’t waste time ..By not working effectively and efficiently during your workday, you create unnecessary stress and you deprive the members of your family of the very best person you can possibly be.
Prepare Thoroughly Before You Begin.“You miss every shot you don’t take.” Wayne Gretsky,
“No matter what the level of your ability, you have more potential than you can ever develop in a lifetime.” James T. McKay
When you are fully prepared, you are like a cocked gun or an archer with an arrow pulled back taut in the bow. You just need one small mental push to get started on your highest value tasks.
Once you have completed your preparations, it is essential that you launch immediately toward your goals. Get started. Do the first thing, whatever it is. Don’t expect perfection the first time, or even the first few times. “get it 80% right and then correct it later.”
Take It One Oil Barrel at A Time
“Persons with comparatively moderate powers will accomplish much if they apply themselves wholly and indefatigably to one thing at a time.” Samuel Smiles
Confucius wrote that, “A journey of a thousand leagues begins with a single step.”
Take It One Step at a Time. Your job is to go as far as you can see. You will then see far enough to go further.
Upgrade Your Key Skills
“The only certain means of success is to render more and better service than is expected of you, no matter what your task may be.” Og Mandino
Pat Riley, said, “If you’re not getting better, you’re getting worse.”
Never Stop Learning .“Continuous learning is the minimum requirement for success in any field.”
One of the most helpful of all time management techniques is for you to get better at your key tasks. One piece of information or one additional skill can make an enormous difference in your ability to do the job well.
Three Steps to Mastery
First, read in your field for at least one hour every day Second, take every course and seminar available on key skills that can help you Third, listen to educational/developmental programs ,say while drving.The more you learn and know, the more confident and motivated you feel .And there is no limit to how far or how fast you can advance except for the limits you place on your own imagination.
Leverage Your Special Talents
“Do your work. Not just your work and no more, but a little more for the lavishings sake – that little more that is worth all the rest.” Dean Briggs
There are certain things that you can do, or that you can learn to do, that can make you extraordinarily valuable to yourself and to others.
Increase Your Earning Ability .
Take stock of your unique talents and abilities on a regular basis. What is it that you do especially well? What are you good at? What do you do easily and well that is difficult for other people?
Do What You Love to Do
What is it that you enjoy the most about your work? What is it that you do that gets you the most compliments and praise from other people? You cannot do everything but you can do those few things in which you excel, the few things that can really make a difference.
Identify Your Key Constraints .Why aren’t you at your goal already?
“Concentrate all your thoughts on the task at hand. The sun’s rays do not burn until brought to a focus.” Alexander Graham Bell
Ask yourself these questions: What is holding you back? What sets the speed at which you achieve your goals? What determines how fast you move from where you are to where you want to go?
Whatever you have to do, there is always a limiting factor that determines how quickly and well you get it done.
The accurate identification of the limiting factor in any process and the focus on that factor can usually bring about more progress in a shorter period of time than any other single activity.
80% of the constraints, the factors that are holding you back from achieving your goals, are internal. They are within yourself, within your own personal qualities, abilities, habits, disciplines or competencies Only 20% of the limiting factors are external outside, in the form of competition, markets, governments or other organizations
Look Into Yourself
“What is it in me that is holding me back?” The failure to identify the correct constraint, or the identification of the wrong constraint, can lead you off in the wrong direction.
Often, starting off your day with the removal of a key bottleneck or constraint fills you full of energy and personal power
Put the Pressure on Yourself “No one is coming to the rescue/motivate.”
“The first requisite for success is to apply your physical and mental energies to one problem incessantly without growing weary.” Thomas Edison
Only about 2% of people can work entirely without supervision. We call these people “leaders.” and others of ofcourse continue as followers
The standards you set for your own work and behavior should be higher than anyone else could set for you. Always look for ways to go the extra mile, to do more than you are paid for
Then race against your own clock. Beat your own deadlines
Maximize Your Personal Powers
“Gather in your resources, rally all your faculties, marshal all your energies, focus all your capacities upon mastery of at least one field of endeavor.” John Haggai
Overworking Can Mean Underproducing
The more tired you become, the worse will be the quality of your work and the more mistakes you will make.
At a certain point, like a battery that is run down, you can reach “the wall” and simply be unable to continue.
Work at Your Own Pace
There are specific times during the day when you are at your best for certain things you. Take at least one full day off every week. It is true that “a change is as good as a rest.”
Aim to exercise 30 minutes per day, to Guard Your Physical Health By eating lean and healthy, exercising regularly and getting lots of rest, you’ll get more and better work done, easier and with greater satisfaction than ever before.
Motivate Yourself into Action .Optimistic people seem to be more effective.
“It is in the compelling zest of high adventure and of victory, and of creative action that man finds his supreme joys.” Antoine de Saint-Exupery
Most of your emotions, positive or negative, are determined by how you talk to yourself on a minute-to-minute basis. It is not what happens to you but the way that you interpret the things that are happening to you that determines how you feel .You should talk to yourself positively all the time to boost your self-esteem.
“The last great freedom of mankind is the freedom to choose your attitude under any set of external conditions.” Victor Frankl
“You should never share your problems with others because 80% of people don’t care about them anyway, and the other 20% are kind of glad that you’ve got them in the first place.”
1. look for the good in every situation 2. difficulties come not to obstruct, but to instruct. 3.look for the solution to every problem 4.continually visualize your goals and ideals and talk to yourself in a positive way,
Get Out Of the Technological Time Sinks .Don’t Become Addicted
“There is more to life than just increasing its speed.” Ghandhi
Technology can be your best friend or your worst enemy .Technology is meant to help us to improve the quality of our lives by enabling us to accomplish our key tasks and communicate with the key people in our world faster and more efficiently than ever before you need to detach on a regular basis from the technology and communication devices that can overwhelm you if you are not careful
Continuous Contact Is Not Essential
Refuse to Be a Slave. Technology is there to help you, not to hinder you, A Servant, Not a Master .Keep asking yourself, “What’s important here?”
Maintain your “inner calm” by forcing yourself to stop on a regular basis and “listen to the silence.”
There are very few things that are so important that they cannot wait.“If it is really important, someone will tell you.”
Slice and Dice the Task-Develop a Compulsion to Closure
“The beginning of a habit is like an invisible thread, but every time we repeat the act we strengthen the strand, add to it another filament, until it becomes a great cable and binds us irrevocably in thought and act.” Orison Swett Marden
you lay out the task in detail and then resolve to do just one slice of the job for the time being, like eating a roll of salami, one slice at a time ;once you have started and completed a single part of the job, you will feel like doing just one more “slice.”
And the bigger the task you start and complete, the better and more elated you feel .Each small step forward energizes you
You Swiss cheese a task when you resolve to work for a specific time period on a task. This may be as little as five or ten minutes, after which you will stop and do something else .Once you start working, you develop a sense of forward momentum and a feeling of accomplishment. Don’t delay. Try it today!
Create Large Chunks of Time-Make Every Minute Count
“Nothing can add more power to your life than concentrating all of your energies on a limited set of targets.” Nido Qubein
Your ability to create and carve out these blocks of high value, highly productive time, is central to your ability to make a significant contribution to your work and your life.
Remember, the pyramids were built one block at a time.Use travel and transition time, what is often called “gifts of time” ,deliberately and creatively organize,to complete small chunks of larger tasks.
Develop A Sense of Urgency
“Do not wait; the time will never be ‘just right.’ Start where you stand, and work with whatever tools you may have at your command, and better tools will be found as you go along.” Napoleon Hill
Highly productive people take the time to think, plan and set priorities. They then launch quickly and strongly toward their goals and objectives. They work steadily, smoothly and continuously One of the ways you can trigger this state of flow is by developing a “sense of urgency.” This is an inner drive and desire to get on with the job quickly and get it done fast .You focus on specific steps you can take immediately
Build Up a Sense of Momentum-Do It Now!
Although it may take tremendous amounts of energy to overcome inertia and get started initially, it then takes far less energy to keep going.
Nothing will help you more in your career than for you to get the reputation for being the kind of person who gets important work done quickly and well
Single Handle Every Task
“And herein lies the secret of true power. Learn, by constant practice, how to husband your resources, and concentrate them, at any given moment, upon a given point.” James Allen
Your ability to select your most important task, to begin it and then to concentrate on it single mindedly until it is complete is the key to high levels of performance and personal productivity
Once You Get Going, Keep Going
keep working at the task, without diversion or distraction, until the job is 100% complete.Persistence is actually self-discipline in action
The truth is that once you have decided on your number one task, anything else that you do other than that is a relative waste of time
Elbert Hubbard defined self discipline as, “The ability to make yourself do what you should do, when you should do it, whether you feel like it or not.”
•Too Much to Do, Too Little Time :The most common form of stress that managers experience is the feeling of being overwhelmed with far too much to do and having too little time to do it in. In fact, “time poverty” is the biggest single problem facing most managers in America today. We simply do not have enough time to fulfill all our responsibilities. Because of budget limitations, staff cutbacks, downsizing, and competitive pressures, individual managers are forced to take on more and more work, all of which appears to be indispensable to the smooth functioning of our company or department. •Become An Expert :The solution to this problem of work overload is for you to become an expert on time management. There is probably no other skill that you can learn that will give you a “bigger bang for the buck” than to become extremely knowledgeable and experienced in using time management practices. •Be Open to New Ideas :The most foolish manager of all is either the manager who feels that he has no time to learn about time management or, even worse, the manager who, while being overwhelmed with work, feels that he already knows all that he needs to know about the subject. •Never Stop Learning :The fact is that you can study time management and take time management courses for your entire business life and you will still never learn everything you need to know to get the most out of yourself while doing your job in the most efficient way. •The Keys to Time Management :The two indispensable keys to time management are: 1) the ability to set priorities; and 2) the ability to concentrate single-mindedly on one thing at a time. Since there is never enough time to do everything that needs to be done, you must be continually setting priorities on your activities. Perhaps the very best question that you can memorize and repeat, over and over, is, “what is the most valuable use of my time right now?” •The Best Question of All :This question, “what is the most valuable use of my time right now?” will do more to keep you on track, hour by hour, than any other single question in the list of time management strategies. •Start With Your Top Tasks :The natural tendency for all of us is to major in minors and to give in to the temptation to clear up small things first. After all, small things are easier and they are often more fun than the big, important things that represent the most valuable use of your time. •However, the self-discipline of organizing your work and focusing on your highest value tasks is the starting point of getting your time under control and lowering your stress levels. •Action Exercises :Here are two things you can do immediately to get your time under control. First, make a decision today to become an expert on time management. Read the books, listen to the audio programs, and take a time management course. Then, practice, practice, practice every day until you master time management skills. Second, set clear priorities on your work each day, before you begin. Then, discipline yourself to start on your most important task and stay at that until it is complete. This will relieve much of your stress immediately.
Mutual Funds CPR Rank 3 mth Return (%) 1 year Return (%)
Small and Mid Cap
Birla Sun Life Midcap Fund (G) 1 66.5 -14.2
DSP-BR Top 100 Equity – RP (G) 1 37.1 -8.7
DWS Alpha Equity (G) 1 32.4 -19.2
Ultra Short Term Debt Super In
Fidelity Ultra STDF – SIP (G) 1 1.6 8.5
Ultra Short Term Debt Institut
HDFC CMF-Treasury Advg- WP(G) 1 1.5 8.5
HSBC FRF- LTP (Inst Plan) (G) 1 1.6 8.9
Ultra Short Term Debt Retail
ICICI Pru Flexi Inc -Prem (G) 1 1.5 8.7
IDFC Imperial Equity – A (G) 1 40.3 -5.5
Small and Mid Cap
IDFC Premier Equity – A (G) 1 54.2 -12.5
Ultra Short Term Debt Retail
Reliance Medium Term Fund (G) 1 1.5 8.0
Tata Floater Fund (G) 1 1.5 8.7
Birla SL Frontline Equity (G) 1 51.6 -6.5
DSP-BR Equity Fund – RP (D) 1 42.7 -10.7
ICICI Pru Infrastructure (G) 1 46.5 -12.6
Reliance Diver. Power – RP (G) 1 55.2 -7.1
Tata Pure Equity Fund (G) 1 41.4 -14.2
UTI Dividend Yield Fund (G) 1 35.7 -4.4
UTI Opportunities Fund (G) 1 51.4 0.6
Benchmark Nifty BeES 1 48.7 -15.4
UTI Nifty Index Fund (G) 1 48.0 -15.6
Fidelity Tax Advantage (G) 1 43.3 -10.8
HSBC Tax Saver Equity Fund (G) 1 41.1 -9.7
Sundaram Tax Saver (G) 1 47.4 -6.0
Birla SL Freedom Fund (G) 1 23.4 -0.8
DSP-BR Balanced Fund (G) 1 31.7 -6.1
HSBC MIP – Savings Plan (G) 1 7.8 6.4
Principal MIP – MIP Plus (G) 1 13.4 8.4
Birla SL MIP II-Savings 5 (G) 1 4.6 19.4
Debt Long Term
Birla SL Income Plus -B RP (G) 1 1.4 16.5
IDFC SSIF – RP A (G) 1 0.8 14.7
ING Income Fund (G) 1 3.9 17.5
Debt Short Term
Birla SL Short Term – RP (G) 1 1.4 8.0
ICICI Pru Short Term Plan (G) 1 2.6 16.4
Gilt Long Term
ICICI Pru Gilt (IP) (G) 1 4.2 31.2
ICICI Pru Gilt Inv Plan – PF 1 6.5 41.8
HDFC Cash Mgmt. Fund – SP (G) 1 1.4 8.2
ICICI Pru Liquid Plan (G) 1 1.2 7.7
Tata Liquid Fund (App.) 1 1.3 7.9
Tata FRF- Short Term Inst. (G) 1 1.6 8.8
Tata Liquid Fund – SHIP (G) 1 1.4 8.3
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Napoleon Hill ‘s The Fifteen Laws of Success
1. A Definite Chief Aim. This will teach you how to save the wasted effort which
the majority of people expend in trying to find their life-work. The goal is to
forever to do away with aimlessness and to fix your heart and hand upon
some definite, well conceived purpose as a life work.
2. Self-Confidence. Self-confidence will help you master the six basic fears
which most of us pick-up in life – the fear of Poverty, the fear of Ill-Health, the
fear of Old Age, the fear of Criticism, the fear of Loss of Love of Someone and
the fear of Death. The goal is to learn the difference between egotism and real
self-confidence which is based upon definite, usable knowledge.
3. Habit of Saving. Will teach you how to distribute your income systematically
so that a definite percentage of it will steadily accumulate, thus forming one of
the greatest known sources of personal power. According to Hill no one may
succeed in life without saving money. There is no exception to this rule, and
no one may escape it!
4. Initiative and Leadership This law will show you how to become a leader
instead of a follower in your chosen field of endeavour. It will develop in you
the instinct for leadership which will cause you gradually to gravitate to the top
in all undertakings that you participate.
5. Imagination will stimulate your mind so that you will conceive new ideas and
develop new plans which will help you in attaining the object of your Definite
Chief Aim. This law will show you how to create new ideas out of old, well
known concepts, and how to put old ideas to new uses.
6. Enthusiasm will enable you to ‘saturate’ all with whom you come in contact
with interest in you and your ideas. Enthusiasm is the foundation of a Pleasing
Personality, and you must have such a personality in order to influence others
to co-operate with you.
7. Self-Control is the ‘balance wheel’ with which you control your enthusiasm
and direct it where you wish it to carry you.
8. The Habit of doing more than paid for is one of the most important lessons
of the Law of Success. This will teach you how to take advantage of the Law
of Increasing Returns, which will eventually insure you a return in money far
out of proportion to the service you render. The true leader is one that
continually practices the habit of doing more work and better work than that
for which he or she is paid for.
9. Pleasing Personality is the ‘fulcrum’ on which you must place the ‘crowbar’
of your efforts, and when so placed, with intelligence, it will enable you to
remove mountains of obstacles. To develop as a leader it is vital to possess a
10. Accurate Thinking is one of the important foundation stones of all enduring
success. This teaches you how to separate ‘facts’ from mere ‘information’. It
teaches you how to organise known facts into two classes: the ‘important’ and
the ‘unimportant’ fact.
11. Concentration is all about how to focus your attention upon one subject at a
time until you have worked out practical plans for mastering that subject.
Concentration will teach you how to ally yourself with others in such a manner
that you may have the use of their entire knowledge to back you up in your
own plans and purposes.
12. Co-operation will teach you the value of teamwork in all you do. Co-operation
will teach you the value of co-ordinating your own efforts with others by
putting aside friction, jealousy, strife, envy and cupidity.
13. Profiting by Failure will teach you how to make stepping stones out of all
your past and future mistakes and failures. It will teach you the difference
between’ failure’ and ’temporary defeat’, a difference which is very great and
very important. It will teach you how to profit from your own failures and by the
failures of others.
14. Tolerance will teach you how to avoid the disastrous effects of racial and
religious prejudices which mean defeat for millions of people who permit
themselves to become entangled in foolish argument over these subjects,
thereby poisoning their own minds and closing the door, to reason and
investigation. This law is the twin brother of the law Accurate Thought, for the
reason that no one may become an accurate thinker without practicing
tolerance. Intolerance makes enemies of those who should be friends,
destroys opportunity and fills the mind with doubt, mistrust and prejudice.
15. Practicing the Golden Rule will teach you how to make use of the great
universal law of human conduct in such a manner that you may easily get
harmonious co-operation from any individual or group of individuals. The
Golden Rule is essentially, to do unto others, as you would wish them to do
unto you if your positions were reversed.
THERE are souls in this world which have the gift of finding joy everywhere, and of leaving it behind them everywhere they go.- Faber. “You Can Do It if You Believe You Can!” Intolerance is a form of ignorance which must be mastered before any form of enduring success may be attained It dethrones reason and substitutes mob psychology in its place Intolerance is the chief disintegrating force in the organized religions of the world, where it plays havoc with the greatest power for good there is on this earth; by breaking up that power into small sects and denominations which spend as much effort opposing each other as they do in destroying the evils of the world. Hearts, like doors, can ope with ease, To very, very little keys; And don’t forget that they are these: “I thank you, sir,” and “If you please.” Factors which constitute the chief controlling forces of civilization. One is physical heredity and the other is social heredity The teachers and professors were forced to implant the ideal of “kultur” in the minds of the students, and out of this teaching, in a single generation, grew the capacity for sacrifice of the individual for the interest of the nation which surprised the modern world. IT takes but a second to administer a rebuke, but it may take a life-time for the one who has been rebuked to forget it. The first question we ask about a new acquaintance is not, “Who are you?” but, “What have you?” And the next question we ask is, “How can we get that which you have?”War grows out of the desire of the individual to gain advantage at the expense of his fellow men, and the smoldering embers of this desire are fanned into a flame through the grouping of these individuals who place the interests of the group above those of other groups UNFORTUNATE, in-deed, is the man who becomes so used to evil that it no longer appears to be horrible “Thou shalt not kill!” Greatly begin! though thou have time, But for a line, be that sublime – Not failure, but low aim is crime. it is woman’s nature to subordinate the interests of the present to those of the future. It is woman’s nature to implant, in the mind of the young, ideals that will accrue to the benefit of generations yet unborn, while man is motivated generally by expediency of the present. SINGLENESS of pur-pose is one of the chief essentials for success in life, no matter what may be one’s aim. -John D. Rockefeller, Jr. Under the stress of war, that great mass of humanity was reduced to a common level where they fought shoulder to shoulder, side by side, without asking any questions as to each other’s racial tendencies or religious beliefs. We learned from the world war that we cannot destroy a part without weakening the whole; that when one nation or group of people is reduced to poverty and want, the remainder of the world suffers, also. Stated conversely, we learned from the world war that co-operation and tolerance are the very foundation of enduring success Books and lessons, in themselves, are of but little value; their real value, if any, lies not in their printed pages, but in the possible action which they may arouse in the reader. For Any learning > value to you will depend entirely upon the extent to which it stimulates you to think and to act as you would not have done without its influence The chief object of course is to educate, more than it is to inform – meaning by the word “educate” to educe, to draw out! to cause you to use the power that lies sleeping within you, awaiting the awakening hand of some appropriate stimulus to arouse you to action.!! IF a man has built a sound character it makes but little diff-erence what people say about him, because he will win in the end. – Napoleon Hill, Sr.
TOLERANCE! When the dawn of Intelligence shall have spread its wings over the eastern horizon of progress, and Ignorance and Superstition shall have left their last footprints on the sands of Time, it will be recorded in the book of man’s crimes and mistakes that his most grievous sin was that of Intolerance! The bitterest Intolerance grows out of racial and religious differences of opinion, as the result of early childhood training. How long, O Master of Human Destinies, until we poor mortals will understand the folly of trying to destroy one another because of dogmas and creeds and other superficial matters over which we do not agree? Our allotted time on this earth is but a fleeting moment, at most! Like a candle, we are lighted, shine for a moment and flicker out! Why can we not so live during this short earthly sojourn that when the Great Caravan called Death draws up and announces this visit about finished we will be ready to fold our tents, and, like the Arabs of the Desert, silently follow the Caravan out into the Darkness of the Unknown without fear and trembling? I am hoping that I will find no Jews or Gentiles, Catholics or Protestants, Germans or Englishmen, Frenchmen or Russians, Blacks or Whites, Reds or Yellows, when I shall have crossed the Bar to the Other Side. I am hoping I will find there only human Souls, Brothers and Sisters all, unmarked by race, creed or color, far I shall want to be done with Intolerance so I may lie down and rest an æon or two, undisturbed by the strife, ignorance, superstition and petty mis-understandings which mark with chaos and grief this earthly existence.
If you do what other successful people do, you will achieve like results.
• To become a millionaire, follow the practices of other self-made millionaires.
• Dream big dreams, so you have a long-term vision of what you want.
• Think constantly about your goals.
• See yourself as self-employed, do what you love to do and commit yourself to
• Be prepared to work longer and harder, to dedicate yourself to lifelong learning and
to become an expert at what you do.
• Serve others, since all self-made millionaires are dedicated to good customer service.
• Develop a reputation for absolute honesty.
• Concentrate on your highest priorities and work quickly and dependably.
• Practice self-discipline and dedicate yourself to continued improvement
Be willing to persist, regardless of diffi culties, disappointments and setback Never give up, no matter what happens. you will be and the more quickly you will advance
Continually learn and improve The three keys to lifelong learning are: 1) Spend at least 30 to 60minutes a day reading in your fi eld; 2) Listen to audio programs in your car, so you learnon the road, and 3) Attend as many courses and seminars in your fi eld as possible
develop a reputation for speed and a bias for action. do it so fast that you amaze them with yourspeed But get it right the very first time
Fear of failure, not failure itself, is the greatest obstacle to success
Get feedback and quickly make any necessary corrections
Learn how to do your work better, so you become an expert in your fi eld. By becomingan expert, you rise to the top.
Permit yourself to dream ‘Big’ about and imagine the kind of life you would like to livePractice back-from-thefuture thinking by projecting yourself forward fi ve years and imagining that you lead an absolutely perfect life
set priorities and focus on achieving them This single-mindedness can be a hard habit todevelop, but you need the will power, self-discipline and personal character to work onyour highest priority until you complete it
Stay focused when you work. Working hard means starting earlier, staying later and working more intensely.
Take 10% from each paycheck you receive and put it into a special account for fi nancial accumulation. Be very frugaland careful with your money. Question all of your expenses, and delay or defer everyimportant buying decision for a week or even a month.
The more people trust you, the more they will be willingto work for you, give you credit, lend you money and buy your products or services. BUILD trust by honesty/sincerity
The more you focus on achieving your goals, solving your problems and answering tough questions, the smarter you will become The three factors that stimulate creativity are intensely desired goals, pressing problems and focused questions
The more you serve other people, the greater your rewards They think about ALL of your CUSTOMERS constantly, and seek new and better ways to serve them.
throw yourself fully into that work ,that you really like doing
Two factors that have the most effect in determining what happens to you are what you think about most of the time and how you think about it.Do something every day to move closer to your priority goal’HAVE A CLEAR VISION OF YOUR TARGET’
Whatever you choose to do, resolve to be the best Find out What one skill, if you developed it, would have the greatest effect on your life? and go for it
You are responsible for what happens in your life, so if you don’t like something, you areresponsible for changing it BE not only independent but self-responsible too
You need to be able to use selfmastery, self-control and self-direction and to delay short-term gratifi cation in order to attain long-term success
You will face ups and downs in your life and career, since all businesslife is made up of cycles. Be like a mountain climber who climbs a peak and must go down into a valley before climbing the next.
you will take on the attitudes, values, behaviors and beliefs of the people around you The more people you know — or who know you in a positive light — the more successful you can be
Did you know that our thoughts create our reality, this explains why we attract and create what we focus on or what we focus on is what we get. Do you want to change the way things are in your life? There are seven Universal Laws – what are they? 1. Law of Manifestation This law attracts what you create. If your consciousness creates your reality, you simply can’t manifest anything that doesn’t already exist inside you. Everything manifests in your consciousness first, so if you see failure and difficulty around you, that’s a product of your mind. If you see abundance and achievement that’s a force of your own too 2. Law of Magnetism This law concerns what you attract, the power of your energy. This law states that we attract the same kind of energy that we put out about ourselves. This is based on the on the quantum physics principle that everything and everyone projects this power. 3. Law of Pure Desire In order to be aligned with this law, your intention must be pure, not manipulative, fear based or desperate. This means your motivations must be genuine, healthy and honouring to yourself and others. This law states that when you’re driven by a pure intention , free of fear, doubt and desperation—you can be certain of a beneficial outcome. 4. Law of Paradoxical Intent If you are desperate to make something happen that repulsive vibration will push it away, turning away the very people and situations that may have bought about your desired outcome. This law reflects the law of magnetism in warning that you will only get a return of your own negative energy. There’s the paradox. 5. Law of Harmony When you consciously choose to create balance and align yourself with the universe, your intention and energy open the floodgates of universal abundance. To live in balance with the world and tap into the river of abundance, you must be in harmony with yourself first. Note here that the most harmonic and successful emotions are love, peace, acceptance and enthusiasm for your own life. 6. Law of Right Action Your energy is self-perpetuating in the world. Value, honour and dignity will increase in your life to the same degree that you promote them in your environment around you. So with each of your choices, ask yourself, “is this honouring to myself and others?” 7. Law of Expanding Influence This law shows that your own energy expands in the world and has influence in your personal arena and in the world at large. So if you want your family to be more peaceful you must create that intention within yourself first. If you want your workers to be more industrious YOU must begin to project that energy in your own life. In the pursuit of success YOU must be honest, enthusiastic, encouraging and supportive. Practice using these laws in your life and watch what happens. Used correctly these laws will be possibly your most powerful allies to assist you to create the life of your choice.
The Success Principles byJack Canfield
The One Minute Manager by Kenneth H Blanchard
The 7 Habits of Highly Effective People by Stephen R Covey
Principles Of Success Brian Tracy
Man’s Search For Meaning by Viktor E Frankl
How to Win Friends & Influence People by Dale Carnegie
Eat That Frog!: 21 Great Ways to Stop Procrastinating and Get More Done in Less Time by Brian Tracy
Awaken the Giant Within : How to Take Immediate Control of Your Mental, Emotional, Physical and Financial Destiny! by Anthony Robbins
C K Prahlad
David Giber 39
Jim Bolt 28
Noel M Tichy
R Roosevelt Thomas Jr
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1. They speak their truth-Speaking truth is simply about being clear, being honest and being authentic, and not to say things to please others and to look good in front of The Crowd
2. They lead from the heart. Business is about people-The best leaders wear their hearts on their sleeves and are not afraid to show their vulnerability
3. They have rich moral fiber-They walk their talk and are aligned with their core values.
4. They are courageous -It takes a lot of inner strength to do what you think is right even though it may not be easy.
5. They build teams and create communities -In the new age of work, employees seek their sense of community and connection from the workplace
6. They deepen themselves-They know their weaknesses and play to their strengths
7. They are dreamers -They see what everyone else sees and then dream up new possibilities
8. They care for themselves -You can’t do great things at work if you don’t feel good, Physically, Mentally, Spiritually
9. They commit to excellence rather than perfection -Every single one of us is a work in progress.
10. They leave a legacy -You were made to contribute and to leave a mark on the people around you
Webster’s Dictionary defines service as “work done for others”.
The three service rules are the Golden Rule, Platinum Rule, and Double Platinum Rule.
The Golden Rule
If I want to be treated nicely, then I should treat others nicely…if I want to have doors opened for me, then I should open doors for others…and if I want to be greeted with a big hug and high-five wherever I go, then I should give a big hug and high fives to others right?….Not so fast, it is a good baseline to have when developing the empathy muscle, it “only works when other people want to be treated the way you want to be treated”. Otherwise, you may end up turning people off. Why wouldn’t everyone want to hear the evening news in a taxicab? The point here is that if you are committed to creating an exceptional service experience for each customer, then each customer’s wants, needs, and desires have to be acknowledged, celebrated, and acted upon. Each time a customer, guest, or patient chooses to be served by you, they are basically saying “I’ve chosen you…now show me why I made the right decision”.
The Platinum Rule
It is about what your customers want and states, “Treat others the way THEY want to be treated”. This rule means that you recognize that service is not about what you want to give; it’s about what others want to receive. If you give me what I don’t want, then you haven’t increased your value in my eyes. There must be a deliberate effort to uncover your customer’s wants, needs, and desires in order to take the guess work out of the equation.
It doesn’t matter if you “know what you’re talking about”. If you haven’t captured information to support your hypotheses, then it’s considered anecdotal. Once you confidently know what your customers want (because they’ve told you in various implicit and explict subtle forms), then you can proceed with meeting and exceeding those expectations. After all, when it comes to service, what else can be more important than giving customers what they want?
The Double Platinum Rule
As I was leaving the store, the manager stopped me to ask if I got everything I wanted.
The attendant had given me what I wanted, but I was still upset. So the Double Platinum rule is (you guessed it), “treat others the way they don’t even know they want to be treated”. To boil it down…anticipate, anticipate, anticipate. Don’t just meet your customer’s expectations, EXCEED them.
Grounding your service strategy in the three Universal Service Rules works well, because it heightens your empathy (Golden Rule), encourages a keen focus on your customer’s expectations (Platinum Rule), and challenges you to consistently think of ways to exceed those expectations (Double Platinum Rule).
For any service provider to remain relevant in today’s marketplace, it is critical to not just react to customer expectations, but to actively solicit them as well. If the customer doesn’t deem it as service, then it is not service .premise of “service is about what the customer wants”, will be a JUST BE A great starting point for success.
Sorry to say…but some people should not be serving other human beings
The prevailing wisdom from many organizations is that any person can be hired to serve. Given the right tools, training, and coaching opportunities, they too can become a service-delivering superstar. Not so. Being service-minded requires the presence of certain innate talents; namely, “caring”, “empathy”, “relationship building”, and the list goes on. As you’ve probably observed, some individuals are naturally good at those things, while for others it seems like such talents were surgically removed at birth. That is not to say that in order to be successful, one must be caring or friendly. It just means that “service” may not be their best opportunity to maximize their effectiveness
If you take employees who do not like to serve people, and tell them exactly how the very best service professionals do it, they still won’t like to serve people. It is not about “knowing” what to do, it has to do with genuinely, spontanously,voluntarily wanting to be of service.
Just last week, for example, I was in a well known electronics store.The “customer service” agent was standing right in front of me but blatantly ignored me…he pretended that I did not exist. I went to another store.I patiently waited approximately six feet away so I could be close enough to be seen but far enough to not impose.He might also be another candidate for the “Do not serve other human beings” award.I, the customer, should not have to see, deal with, or tolerate such blatant service tragedies, whatever be the reason for such behaviour be the personnel /stores.
“How can my organization prevent such scenarios from occurring?” The first potent answer is to select for service talent,means more than hiring nice people.It means that probing and open-ended questions are asked about what the candidate is passionate about, what they enjoy most at work, and how have they exceeded (not just met) expectations in the past. The ideal responses should revolve around helping, assisting, or serving other people. An alternative to selecting for talent is to select for values.For instance, if one of your organization’s top values is responsiveness, then try to select (not “hire”) people that at are very responsive.’
Have a discussion with your staff (individually if possible) and find out what are their true talents Find out who enjoys serving the customer, who enjoys problem resolution (and yes, there are some people who LOVE problem resolution), who enjoys dealing with numbers, who enjoys organizing projects, etc. Give everyone ample opportunity to do what they do best with constant support, feedback, and recognition. Some people that have been labeled as a “bad apple” may just be in the wrong role. Above all, to enhance service excellence, you must talk about service excellence, model service excellence and reward service excellence at every given opportunity.
If you run a Hotel or Restaurant, To Engage the Guest, You Must Engage Those Who Directly Serve the Guest
For your employees, being engaged transcends showing up to work and doing what they are supposed to do. It goes beyond constantly being on time and never calling in sick. More than anything, engagement is much more than being “satisfied” at work. Being engaged is synonymous with truly living the culture of the workplace. It is about genuinely enjoying the opportunity to be a part of the organization and noticeably excited about contributing in a significant way, everyday. Engaged employees are your role models; the ones that you’d like to multiply and replicate throughout your company. They are the ones who constantly look for ways to exceed your expectations, and consistently delight customers with their urgency, inclusiveness, and follow through. Basically, when you go to work and see that your engaged employee is working, you breathe a sigh of relief, because you know that your day will be significantly more successful
Have a townhall meeting to solicit their input on what the organization should consider as priorities in the future. Hold mini focus-groups with a healthy cross-section of your best line staff The sharing of best practices is one of the most underutilized practices in many companies.Shine a spotlight on what currently works so that everyone will know exactly what you mean when the term “excellence” is used. By the way, this also encourages your best people to continue churning out more best practices…which is always a great thing Believe it or not, your employees, like everyone else, have what’s called “tacit” knowledge. Tacit knowledge means knowing something without openly expressing it. Chances are that Employee A has knowledge about the company’s “real way of doing things” that newer employees don’t have; including you and other managers. Employee A has also accumulated a wealth of insight into what initiatives have not worked, and why they haven’t. Trust me, the mere fact that you are seeking their expertise will earn you major points and will simultaneously help to engage them. You should be able to walk up to any of your employees and ask about the company’s mission and get a clear, confident answer Furthermore, they should also be able to articulate how their department’s goals are aligned with the company’s goals The key here is to link, link, link. Link company goals to department goals, and link employee goals to department goals Employees in those organizations know exactly what makes their company unique, and they also know that their individual contributions are needed and valued John Maxwell once wrote that teams can make adjustments when they know where they stand. The key points are that the “scores” should be accessible and they need to be easily understood Extract the data that is most relevant to that department and also show a few overall metrics that everyone affects (like Overall Satisfaction & Likelihood to Recommend). Make use of every opportunity to connect with your workforce For engagement to take place, employees must feel like the company cares about them as individuals and genuinely wants to see them succeed. You can’t fake it; employees know when it’s not genuine.
Involvement equals more engagement. Solicitation of ideas equals more engagement. Linking personal goals to department and company goals equals more engagement. Regular two-way communication equals more engagement. People like to be involved in the planning of the work that affects them. They crave it; even if they don’t verbalize it all the time. So tap into their expertise and they will appreciate you and the organization for it. The end result will be an army of engaged employees whose sole mission is to engage all of your customers all the time
To put it plainly, people should be treated the way they deserve to be treated.
Bryan K. Williams Enterprise, focuses on service excellence. The goal is to assist organizations, in various industries, to enhance their levels of customer service to world-class levels by weaving Service excellence throughout the organization…at every level.
Anirudh Sep6 2008
13. THE SIXTH SENSE 12. THE BRAIN
11. THE SUBCONSCIOUS MIND 10. TRANSMUTATION
9. POWER OF THE MASTER MIND 8. PERSISTENCE
7. DECISION 6. ORGANIZED PLANNING
5. IMAGINATION 4. SPECIALIZED KNOWLEDGE
3. AUTO-SUGGESTION 2. FAITH
Of which if you could practice these daily you could make wonders happen…
1.Be yourself > God has made every human to be unique. We all have a role to play in the advancement of humanity so there is no need for anyone to try to be or live the dreams and aspirations of other people. We are all blest with talents suited to us and it is the d uty of every man and woman to know his/her calling and go ahead to develop the talents and skill needed for self-fulfillment. We all live in an interdependent world but for this interdependence to be useful to the greater human good, we all need to declare our independence so that you can effectively “be yourself”.
2. Goal Setting > To start, lets make the important distinction between goals and wishes A wish is just something you want or would like to have but a goal is different in that it is characterized by clarity and strengthened by a deadline.
3. Persistence > Persistence “is to talent what steam is to the engine” says the Orison Swett Marden a great deal of persistency, with a very little talent, can be counted on to go farther, than a great deal of talent without persistency .state you goals clearly and develop a burning desire to achieve them, develop a sound plan to get what you want and work your plan -align your work with positive thoughts and block out negative influences
4. Autosuggestion > It is the simple act of repeating statements and affirmations relating to your goals. One popular affirmation of Coue is: “Everyday, in everyway, I am getting better and better”. Say Regardless of what happens in my life I’ve decided to be happy
5. Believe and achieve > Napoleon Hill listed faith as one of the 17 principles of success he gleaned from more than two decades of research.
1. BECOME INCREDIBLY SELFISH. WITHOUT YOU, THERE IS NOTHING, AND ATTRACTION ISN’T POSSIBLE.
2. UNHOOK YOURSELF FROM THE FUTURE. ATTRACTION WORKS IN THE PRESENT, NOT IN THE FUTURE.
3. OVERRESPOND TO EVERY EVENT. BY OVER-RESPONDING INSTEAD OF OVERREACTING, YOU EVOLVE, WHICH IS VERY ATTRACTIVE.
4. BUILD A SUPERRESERVE IN EVERY AREA. HAVING ENOUGH IS NOT NEARLY ENOUGH FOR YOU TO BE IRRESISTIBLY ATTRACTIVE.
5. ADD VALUE JUST FOR THE JOY OF IT. WHEN YOU ADD VALUE BECAUSE YOU ENJOY IT, PEOPLE ARE NATURALLY ATTRACTED TO YOU.
6. AFFECT OTHERS PROFOUNDLY. THE MORE YOU TOUCH OTHERS, THE MORE ATTRACTIVE YOU’LL BECOME.
7. MARKET YOUR TALENTS SHAMELESSLY. IF YOU’RE EMBARRASSED ABOUT WHAT YOU DO WELL, YOU WON’T BE VERY ATTRACTIVE.
8. BECOME IRRESISTIBLY ATTRACTIVE TO YOURSELF.HOW CAN YOU ATTRACT OTHERS IF YOU DON’T FEEL IRRESISTIBLY ATTRACTIVE TO YOURSELF?
9. GET A FULFILLING LIFE, NOT JUST AN IMPRESSIVE LIFESTYLE. A GREAT LIFE IS ATTRACTIVE; A LIFESTYLE IS USUALLY SEDUCTIVE.
10. DELIVER TWICE WHAT YOU PROMISE.WHEN YOU CONSISTENTLY DELIVER MORE THAN WAS EXPECTED, NEW CUSTOMERS ARE DRAWN TO YOU.
11. CREATE A VACUUM THAT PULLS YOU FORWARD. BEING PULLED FORWARD IS ATTRACTIVE; PUSHING FORWARD IS NOT.
12. ELIMINATE DELAY. TIME IS EXPENSIVE AND THUS IS VERY UNATTRACTIVE.
13. GET YOUR PERSONAL NEEDS MET, ONCE AND FOR ALL. IF YOU HAVE UNMET NEEDS, YOU’LL ATTRACT OTHERS IN THE SAME POSITION.
14. THRIVE ON THE DETAILS. SUBTLETIES, DETAILS AND NUANCES ARE MORE ATTRACTIVE THAN THE OBVIOUS.
15. TOLERATE NOTHING. WHEN YOU PUT UP WITH SOMETHING, IT COSTS YOU. COSTS ARE EXPENSIVE AND THUS UNATTRACTIVE.
16. SHOW OTHERS HOW TO PLEASE YOU. DON’T MAKE THEM GUESS.
17. ENDORSE YOUR WORST WEAKNESSES. WHEN YOU CAN ACCEPT AND HONOR THE WORST PART OF YOURSELF, YOU ARE MORE ACCEPTING OF OTHERS.
18. SENSITIZE YOURSELF. THE MORE YOU FEEL, THE MORE YOU’LL NOTICE AND RESPOND TO THE MANY OPPORTUNITIES IN THE PRESENT.
19. PERFECT YOUR ENVIRONMENT. THE ATTRACTION OS IS A SOPHISTICATED SYSTEM THAT REQUIRES A FIRST-CLASS ENVIRONMENT.
20. DEVELOP MORE CHARACTER THAN YOU NEED. INTEGRITY IS NOT ENOUGH TO BECOME IRRESISTIBLY ATTRACTIVE.
21. SEE HOW PERFECT THE PRESENT REALLY IS. ESPECIALLY WHEN IT IS CLEARLY NOT.
22. BECOME UNCONDITIONALLY CONSTRUCTIVE. HIGH LEVELS OF RESPECT ARE VERY ATTRACTIVE.
23. ORIENT EXCLUSIVELY AROUND YOUR VALUES. WHEN YOU SPEND YOUR DAYS DOING WHAT FULFILLS YOU, YOU ARE ATTRACTIVE.
24. SIMPLIFY EVERYTHING. ABANDONING THE NON-ESSENTIALS LEAVES MORE ROOM FOR YOU TO ATTRACT.
25. MASTER YOUR CRAFT. BEING THE BEST AT WHAT YOU DO IS THE EASIEST WAY TO BECOME SUCCESSFUL.
26. RECOGNIZE AND TELL THE TRUTH. THE TRUTH IS THE MOST ATTRACTIVE THING OF ALL, BUT IT REQUIRES SKILLS AND AWARENESS.
27. HAVE A VISION. WHEN YOU CAN SEE WHAT’S COMING, YOU DON’T NEED TO CREATE A FUTURE.
28. BE MORE HUMAN. WHEN YOU ARE GENUINE, YOU ARE ATTRACTIVE.
IGNITING A REVOLUTION: STRATEGIES FOR DEALING WITH CHANGE
7 Keep Watch for Ways to Create Opportunities and to Become More Competitive
8 Be Number One or Number Two and Keep Redefining Your Market
9 Downsize, Before It’s Too Late!
10 Use Acquisitions to Make the Quantum Leap!
11 Learning Culture I: Use Boundarylessness and Empowerment to Nurture a Learning Culture
12 Learning Culture II: Inculcate the Best Ideas into the Business, No Matter Where They Come From
13 The Big Winners in the Twenty-first Century Will Be Global
REMOVING THE BOSS ELEMENT: PRODUCTIVITY SECRETS FOR CREATING THE BOUNDARYLESS ORGANIZATION
14 De-Layer: Get Rid of the Fat!
15 Spark Productivity Through the ‘‘S’’ Secrets (Speed, Simplicity, and Self-Confidence)
16 Act Like a Small Company
17 Remove the Boundaries!
18 Unleash the Energy of Your Workers
19 Listen to the People Who Actually Do the Work
20 Go Before Your Workers and Answer All Their Questions
NEXT GENERATION LEADERSHIP: INITIATIVES FOR DRIVING AND SUSTAINING DOUBLE-DIGIT GROWTH
21 Stretch: Exceed Your Goals as Often as You Can
22 Make Quality a Top Priority
23 Make Quality the Job of Every Employee
24 Make Sure Everyone Understands How Six Sigma Works
25 Make Sure the Customer Feels Quality
26 Grow Your Service Business: It’s the Wave of the Future
27 Take Advantage of E-Business Opportunities
28 Make Existing Businesses Internet-Ready—Don’t Assume That New Business Models Are the Answer
29 Use E-Business to Put the Final Nail in Bureaucracy
Jim Collins ends this “pre-quel” to “Built To Last” with these remarks: “Indeed the real question is not, “Why greatness?” but “what work makes you feel compelled to try to create greatness?” If you have to ask the question, “why should we try to make it great? Isn’t success enough?” then you’re probably engaged in the wrong line of work.” And “Perhaps your quest to be part of building something great will not fall in your business life…. Get involved in something that you care so much about that you want to make it the greatest it can possibly be…. When you do this, you will start to grow, inevitably, toward becoming a great leader.”
· Level 5 Leadership: leaders characterized as a paradoxical blend of humility and
professional will; they were cited as being more like Lincoln and Socrates than Patton or
· First Who . . . Then What: supports the theory that before good-to-great leaders set a new
vision and strategy, they FIRST get the right people on the bus, the wrong people off the bus,
and the right people in the right seats. THEN they figure out where to drive it. In this
context, “people are your most important asset” turns out to be wrong. People are NOT your
most important asset; the RIGHT people are.
· Disciplined Thought
· Confront the Brutal Facts (Yet Never Loss Faith): Every good-to-great company embraced
what Collin’s titled “The Stockdale Paradox.” They maintained unwavering faith that they
could and would prevail in the end, regardless of the difficulties, AND at the same time had
the discipline to confront the most brutal facts of their current reality, whatever that might
· The HedgeHog Concept (Simplicity Within the Three Circles): Going from good-to-great
transcends the curse of competence. If you cannot be the best in the world at your core
business, then your core business absolutely cannot form the basis of a great company. It
must be replaced by a simple concept that reflects deep understanding of three intersecting
· Disciplined Action
· A Culture of Discipline: When you have disciplined people you don’t need hierarchy; when
you have disciplined thought you don’t need bureaucracy; when you have disciplined action
you don’t need excessive controls. When you combine a culture of discipline with an ethic of
entrepreneurship, you get the magical alchemy of great performance.
· Technology Accelerators: Good-to-great companies think differently about the role of
technology; they never use technology as the primary means of igniting a transformation.
Yet, paradoxically, they are pioneers in the application of carefully selected technologies
A Level 5 Leader is a Highly Capable Individual who became a Contributing Team Member who became a Competent Manager who became an Effective Leader who finally became the Level 5 Executive.
Level 5 Leaders:
• Are ambitious and driven – first for their company and last for themselves.
• Set the stage for their successors through development and delegation vs. surrounding themselves with “yessirs” and perhaps, eventual dangerous leadership voids.
• Embody a paradoxical mix of personal humility and ironclad professional will.
• Display modesty and understanding verses egocentrism.
• Are fanatically driven, infected with an incurable need to produce sustained results.
• Are more plow horses than show horses
• Have the ability to attribute success to factors external to themselves yet carry full responsibility for failures. Many executives in comparison companies do the exact opposite by taking all the credit for success assign blame for failure to any one but themselves. Level 5 Leaders often attribute their success to good luck not to their personal greatness.
• Are anything but celebrity executives. Most eschew the limelight and lead very private and modest lives. Dazzling celebrity leaders are too egocentric, short sighted and undisciplined to create sustained excellence in the long run
Get the right people on the bus before you do anything else. And once you think the right people are on the bus, make sure they are in their proper seats. What makes them the right people is that they have shared interests, the right energy and are eager to head in the direction the bus is going. If all the priority seats are taken and there’s no more room, then some riders will just have to get off. It may be an uncomfortable situation to reassign or eliminate them but it must be done
Based on the ancient Greek parable, “the fox knows many things, the hedgehog knows one big thing”. The hedgehog wins out over the fox’s continuing manipulations by constantly rolling into a ball with protruding spikes fending off attack after attack.the hedgehog takes one guiding principle, concept, process and sees a complex world become manageable …constantly utilizing a conceptual approach that is successful.
Hedgehog Concept : 1. What you can be the best at and what you cannot be the best at in the world. (Circle 1) 2. Exactly what generates and sustains robust cash flow and profitability. (Circle 2) 3. What you are deeply passionate about. (Circle 3)
You have to bring in the Right People riding your bus who all represent the 3 Circles in their thinking and who are:
• Talented with God-given gifts or who have become talented, • Capable of vigorous debate and dialogue. • Well paid for what they are doing. • Doing what they are deeply passionate about. • No ego. • Represent a range of perspectives and knowledge. • Key members of the executive team but others as well who fit the criteria. Not • every member of the executive team is automatically included.
Institute “The Council” of individuals selected based on the above criteria, whose purpose is to ensure accountabilities by doing the following: • Ask Questions Based on the 3 Circles • Dialogue and Debate Based on the 3 Circles • Execute Decisions Based on the 3 Circles • Execute Autopsies and Analysis Based on the 3 Circles
Then one step at a time, like applying discrete bits of effort on a huge flywheel, the energy of wheel begins to turn. Everything in the company slowly begins to move in the same deliberate direction until the breakthrough moment where sustained success happens without increasing effort,companies practiced the time-honored discipline of under promising and over delivering.The basic idea is that each piece of the system reinforces the other parts of the system to form an integrated whole that is much more powerful than the sum of the parts.
One Minute Teacher: How to Teach Others to Teach Themselves By Spencer Johnson, M.D. and Constance Johnson, M.Ed.
One Minute Goal Setting:
Using the steps below, encourage your clients to set goals for themselves and take one minute a few times a day to look at their goals. 1. I take the time to quietly think, with my head and my heart about what I want to teach myself. And then I decide what my goals are. 2. I write my goals in first person, present tense, as though
I am already achieving my goals. (For example: “I am enjoying getting a B in math.”) 3. I write down my goals briefly, so I can read them often in only one minute. 4. I am specific when writing my goal. I set a date to achieve my goal. (For example: “I am enjoying a B on this Thursday’s English exam.”) 5. I use good-feeling words. (For example: I enjoy….) Each time I read my goal, I imagine how good I feel
. 6. I take one minute, several times a day, to stop and look at my goals and to look at my behavior—and then I see if my behavior matches my goals.
One Minute Praisings
Encourage your clients to reflect on or catch themselves doing something right by following these steps: 1. I praise myself
immediately. 2. As soon as I have done something right, I tell myself specifically what I did right, or approximately right. 3. I tell myself how good I feel about what I did right. I pause for a few seconds to really feel my success. 4. I remind myself that I am indeed a good person. 5. I encourage myself to continue the same good behavior because I want to feel good again soon— about my behavior and about myself.
One Minute Recovery:
When a client’s behavior does not align with his/her own goals, encourage the client to practice the One Minute Recovery:
The first half of the minute: 1. As soon as possible I see when my behavior does not match my goal. 2. I tell myself specifically what I did wrong—what is keeping me from teaching myself what I want to learn. 3. I am silent for a few seconds to quietly feel my “fumble.” The more uncomfortable I feel, the more I want to recover.
The second half of the minute: 1. I remind myself that my behavior is not good right now, but that I am good. I redirect my behavior and feel good about myself. I do not defend my behavior, even to myself. 2. I teach myself what I want to learn. I change my behavior and recover.
- • A Balanced Life
- • Becoming A Person Of Integrity
- • Cultivating Your Self-Esteem
- • Empowering Others
- • Everyone’s A Sales Person
- • Gaining Visibility
- • Generating Energy
- • Leading & Motivating
- • Make Every Minute Count
- • Making The Most Of Change
- • Managing Your Time
- • Setting Priorities
- • The Power Of Charisma
- • The Power Of Positive Self Talk
10 Golden Rules for Mental Mastery:
1. The level of your success is determined by what you think every second of every minute of every day. Your thoughts shape your world – mental mastery is the DNA of life mastery. Today’s thoughts will serve to build your dreams of tomorrow. 2. Your outer world reflects your inner world. If you want to change your life, you must start by changing the thoughts you put into your mind. Success on the outside begins with success on the
3. You alone are responsible for what you think. Most importantly, you can change the way you think and remove any negative thinking habits by the daily practice of mental discipline and conditioning. Thinking patterns are habits and, like all habits, they can be changed when you strongly desire to change them
and take concrete action towards your goal.
4. A supersuccessful mindset does not happen in a day. You have to work hard on it just like any other worthy pursuit in life. But with 30 days of daily, concentrated practice, you will note astonishing changes in the way you think, feel and act.
5. One of the great keys to a better life is to change your self-image. Our self-image is determined by the mental pictures we constantly run through our minds. Our minds work through pictures and when we change the pictures to show what we really want in our lives and what we really can achieve, our self-image will also improve dramatically. This leads to greater confidence and belief in our personal abilities and power. Goals are then easily achieved and the ordinary becomes the extraordinary.
6. Anything you faithfully and honestly believe you can achieve, you will achieve if you take persistent action in that direction. Constantly keep your dreams at the front of your mind. Repeat them all day, every day. Never, let go of them. When you
concentrate all your mental and physical energy on a single purpose, dormant forces that you never knew you had are sparked into action. This is the secret of genius: finding what you MegaLiving! 30 Days to a Perfect Life
love to do and then spending all your time doing it. As one wise person has said: “once you find what you truly love doing, you will never have to work another day in your life.” People with far less than you have achieved great feats.
7. The Law of Attraction is the dominant law of the mind. What you think about and believe is what you attract into your life. People who are happy and motivated attract such people into their world. People with a positive expectation of super success will attract opportunities to allow them to arrive at this destination.
8. Your subconscious mind plays a particularly great role in the outcome of your life. You must learn how to use it for maximum achievement. Again, mental pictures and verbalization play a big role in stimulating your subconscious mind.
9. Your mind has the capacity to hold only one thought in its focus at any one time. Using this knowledge, you must ensure that each thought is a valuable and positive one. If a negative, disempowering thought does enter, quickly replace it with a good one. As you develop the habit of thinking useful, energizing thoughts, weak ones will no longer hold any power.
10. There is a Success Mechanism inside your mind which craves positive stimulation. It awaits your instructions. When you realize this and start setting great goals for yourself it will spring to life and seize all opportunities get you to where you want to go.
Learn from heroes Find someone who has created the kind of professional and personal life that you want and have the courage to take them out to lunch. In this new knowledge economy, the person who learns the most wins. Set “learning goals If you don’t learn you don’t grow and if you don’t grow you Rust. Most wise performers on the playing field of business set career, financial and personal goals but few set specific learning goals. Become indispensable The real secret of success is to be so good at what you do, that your Employer or Business will not be able to run without you. Be so good at what you do that you are the first person that all think of when they need advice. Be so good at what you do that you become indispensable. Then your success will be assured, since your services are indispensable Make time to think Why we do not even have time to think about the things that we are so busy about. When was the last time you went for a solitary walk in the woods and deeply reflected on the way you are working and living? When was the last time you took a few hours to gain some real clarity into where you want to be professional and personally five years from now? An idea awaits you. Knowing how to read and not doing so puts you in precisely the same position as someone who cannot read. We live in an age where ideas – not bricks and mortar – are the currency of success. One idea, well executed, can transform your team, your culture and your entire organization. Ironically, you just don’t know which book contains that one idea that will revolutionize your life. Work towards Leaving a legacy We all have a deep human hunger to be a part of something larger than ourselves. We all carry within us a core craving to do something important in our work lives and know that, at the end of the day, our energies have been invested in activities that have added value to the world and made a difference in people’s lives
Anil slipped over a scraper/slicer and injured himself on his right foot, in the evening hours of 10jan08 , which even led to blood shed due to tearing away of his hardenough skin of this foot.
Also Peruvemba had a powercut loadshedding at 1830 hrs.
It is an auspicious day in Anil’s calender.
The elders in the family and the the community declared the engagement of Anilkumar S/o Sivasankaran and Nivitha D/o Venugopal at 11 11 am on 10th Jan 2008 . It was also decided that the wedding will be solemnised at Viyur on April 21,2008.
Ring out the old, ring in the new, Ring, happy bells, across the snow:
The year is going, let him go; Ring out the false, ring in the true. * Lord Tennyson
Then sing, young hearts that are full of cheer, With never a thought of sorrow;
The old goes out, but the glad young year Comes merrily in tomorrow. * Emily Miller
Every man should be born again on the first day of January. Start with a fresh page. Take up one hole more in the buckle if necessary, or let down one, according to circumstances; but on the first of January let every man gird himself once more, with his face to the front, and take no interest in the things that were and are past. *Henry Ward Beecher
Year’s end is neither an end nor a beginning but a going on, with all the wisdom that experience can instill in us. *Hal Borland
For last year’s words belong to last year’s language, and next year’s words await another voice. And to make an end is to make a beginning. * T.S. Eliot
We meet today To thank Thee for the era done, And Thank Thee Aganin for the opening one. *John Greenleaf Whittier
Yesterday, everybody smoked his last cigar, took his last drink and swore his last oath. Today, we are a pious and exemplary community. Thirty days from now, we shall have cast our reformation to the winds and gone to cutting our ancient shortcomings considerably shorter than ever. *Mark Twain
The merry year is born Like the bright berry from the naked thorn. *Hartley Coleridge
Drop the last year into the silent limbo of the past. Let it go, for it was imperfect, and thank God that it can go. * Brooks Atkinson
Wishing you a very happy and prosperous New Year,
May peace and goodwill prevail among mankind..
Peruvemba Kinayath Family
Seasons Greetings and Best wishes
Wish you a Merry Christmas and a Happy New Year Too,
try to make a Happy Year for others Too!!
May your New Year resolution be among others
NUMBER 1 – Think, Say, & Do Negative Things.
NUMBER 2 – Act Before you Think. Have No Plan or No alternatives
NUMBER 3 – Talk Much More Than You Listen and have No Action
NUMBER 4 – Give Up Easily and Be without Perseverance and Persistance
NUMBER 5 – Try to Bring Others Down To below Your Level ,Be aiming high
NUMBER 6 – Waste your Time Nor Focus on Priorities
NUMBER 7 – Take the Easy Way Out Nor Put in required effort
This bright new year is given To me
To live each day with zest
To daily grow and try to be
My highest and my best!..William Arthur Ward
The marriage is not over, just because the main ceremony is over.
The bride and bridegroom go to their new home, and begin their new lives with the following ceremonies :
The marriage is not over, just because the main ceremony is over.
The bride and bridegroom go to their new home, and begin their new lives with the following ceremonies :
In a mandapa – canopy or marriage stage decorated with flowers and and with a fire as witness the Hindu marriage ceremony begins. It is a long and elaborate ceremony, with every step rooted in vedic tradition, signifying various aspects of live that is to follow after the marriage.
The various steps in the marriage ceremony include :
Commencement of Marriage
Mangal Sutra Dharana
Nichaya Muhurtham (Proclamation of Betrothal)
The bride and groom are led to the ceremonial altar and platform by their parents and the pundits. There in the presence of all the guests, the chief pundit declares the commencement of the marriage rituals. The pundits introduce both the bride and the groom, tracing their respective lineage from the preceding three generations – their names and Gotra (clan). The names and the Gotras of the couple, their parents, grandparents and great-grandparents are recited. This announcement is considered as the proclamation of the betrothal and marks the commencement of the marriage ceremonies and the beginning of the Muhurtham.
VRATHAM (THE MATRIMONIAL VOW)
This ceremony is performed by the bridegroom before the marriage ceremony. The bride performs Jathakarma & Namakarna ritual before actual commencement of wedding ceremony. While the groom conducts the ceremony himself, guided by the pundits, the father of the bride performs Jathakarma & Namakarna on her behalf. Oblations are poured into agni in tribute to the Vedic-Gods, – invoking them individually. It is a solemn request to the Gods, inviting them to witness the oath taking and the marriage ceremony. The pundit chants the appropriate mantras while the groom pours he oblations into the agni. After invoking each God the pundit pronounces ‘Avahayami’ (The Gods have arrived) followed by ‘Idham Asanam’ (The Gods are seated). The belief is that the Gods shall stay throughout the Wedding and shower the blessings on the couple and the congregation. Some of the Gods invoked are Soma (for fine progeny), Varuna (abundance and wealth), Brahaspathi (impeccable morals and conduct), Gandharvas (conjugal bliss), Indra (power and protection), Adityas, Visvadevas (health, long life and compassion), and Surya (the Sun – purity, wisdom and peace). After completion of this ceremony, a yellow thread soaked in turmeric solution is tied on the wrists of the groom and the bride. This is called Kappu or Kankanam (a protective charm to indicate they are under oath). The Couple are exhorted to abide by the Vedic dictum on moral, social and spiritual obligations and responsibilities of married life. The bridegroom repeats these mantras as narrated by the pundits. After this oath, nine earthen bowls are brought containing edible seeds (lentils, rice). Water is poured into these bowls. The seeds sprout and are immersed in a river later. This ceremony is called palikai, and symbolizes fertility and compatibility.
A day before the wedding the palm and feet of the bride are decorated with “Mahendi”.
A canopy or mandapa decorated with flowers is erected at the place of wedding.
On the wedding morning, various ablutionary rituals are performed on both the bride and the groom in their own homes. Their bodies are anointed with turmeric, sandalwood paste and oils, which cleanse the body, soften the skin, and make it aromatic. They are then bathed to the chanting of Vedic mantras
KASI YATRA (PILGRIMAGE TO KASI OR VARANASI)
The Hindu code of Law and Justice (Dharma Sastra) formulates four successive stages of a man’s life. The first stage is Brahmacharin, a student’s days with his guru at his hermitage learning the Vedas, while observing strict celibacy and discipline. The second stage is Grihasta, in which a man enters married life, establishes a household, begets children, and discharges all social and religious responsibilities. The third stage is Vanaprastha, in which he dwells in the forest as a hermit devoted mainly to meditation. The final stage is Samyasin (ascetic) where he becomes an ascetic, renouncing the world to meditate on the Atman, or supreme soul, and to achieve union with it. The ascetic does not follow rituals or ceremonies. A man may opt to enter married life or to become an ascetic at the early stage of life. To become an ascetic, he must, after his studies (Brahmacharin), proceed to Kasi in pursuit of higher knowledge. Through the ages, the Hindus have revered Kasi (Varanasi) as the holiest place and seat of learning. The tradition holds that every Hindu, after completing his studies, proceeds to Kasi in pursuit of higher knowledge in philosophy. This choice is Jana Marga, the path of wisdom.
In the Kasi Yatra ceremony, the bridegroom (Brahmachari, or bachelor) is supposed to be commencing his pilgrimage to the holy city of Kasi to seek a guru for learning advanced philosophy to attain salvation. here, the father of the bride intercepts him and endearingly dissuades him from the pilgrimage, assuring the groom that the same supreme state could be attained through married life. The father of the bride promises to give his daughter to the groom for becoming a Grihasta (married man). In this ceremony, the groom is attired in yellow robes and holds an umbrella and some religious texts – like a young monk.
The bride’s father addresses the groom thus: “We accord you a grand welcome. O Mahavishnu in human form. Please step into my house and I shall give away my daughter to you in marriage”. The bride’s father then places a coconut and flowers in the hands of the groom and leads him to the entrance of the marriage hall. There, the bride and the groom exchange garlands and are seated on a swing. Sumangalis circumambulate the swing singing devotional songs that describe the marriages of various Gods. They carry oil lamps, flowers, water in silver pots, and colored cooked rice. These are scattered around the swing, which is believed to ward off all evil spells.
The Hindus believe in triad of gods (Trimurti) composed of Brahma, the creator, Vishnu, the preserver, and Shiva, the destroyer. By describing the groom as an incarnation of the god Mahavishnu (Vishnu), the father’s invitation implies the indirect meaning of the Vedanta, that everything is an incarnation of the triad.
Most of the Hindu customs are acts followed with a feeling of religiosity. From the cradle to the cremation ground, and for a time even after the body has been cremated the life of a Hindu is a round of customary rituals and ceremonies known as samskaras (sacraments). Regarding the exact number of these samskaras there is a great divergence of views among the smrti writers [ Ancient Hindu law-givers such as Manu, Gautama, Yajnavalkya and others.]. According to some, sixteen samskaras, as they are nitya (usual) must be performed, and the rest twenty-four as they are naimittika (special) ones are left to choice. They are observed by almost all castes, with the use of Vedic text by Brahmans and others, and with Pauranic text by the rest. The chief of these customary rituals are those at birth, thread-girding, marriage, pregnancy and death. The garbhadhana (girl-wife’s coming of age) ceremony, which used to be once performed separately and with great pomp as then girls were married at an early age, has now become a part of the marriage rite and receives scant attention.
For her first confinement the young wife generally goes to her parents’ house. It is her privilege to do so. As a rule a pregnant woman is given whatever food she desires for and her longings (dohale) are noticed and promptly satisfied by the family elders. She is, however, advised to abstain from abnormally hot or hard- to-digest food. At the inception of labour-pains she repairs to an inner chamber in the house which has been swept clean and kept warm, dim-lighted and free from draught. A midwife generally known to the family and reputed for her skill in midwifery is called in and she attends the parturient from then onwards for ten or more days. The delivery usually takes place on the floor, no cot being used. After delivery, the position of the mother is not changed for some time. If the child is a boy the midwife beats a metal dish and the joyful news is carried to friends and kinsfolk with distribution of packets of sugar. When parturition is delayed so to cause anxiety, it is still a practice among the ignorant to solicit help of bhagats or mantriks for their esoteric charms or specific prescriptions. As soon as the child is born cold water is sprinkled over it to ‘awaken’ it. After a while the midwife ties the child’s umbilical cord with a cotton thread a few inches away from the navel and severs it with a knife, touches the wound with ashes and lays the child on a supa (winnowing fan). She then rubs the mother and child with turmeric and oil, bathes them with hot water, swathes the child in cloth bandages and leaves them to rest on a cot under which a small fire of live coals is set. The mother is given butter and myrrh pills, and the child is dosed with a few drops of castor oil and honey. Myrrh-incense is burnt and waved all over and the mother is purified with a fumigation of Vavding (Embelia ribes) and Balant-shopa (anise) in the room. All visitors sprinkle some drops of cow’s urine on their feet before entering the lying-in room as a precaution against evil spirits trying to enter with them. The after-birth is put in an earthen pot with a pice, a little turmeric and red powder, and buried in a hole dug outside the mother’s room and near the bath-water drain. The mother starts suckling the child only from the fourth day and the child is for the first three days nursed by giving it the end of a rag resting in a saucer of rice-broth and molasses to suck. During the period the mother is fed on saltless vegetarian diet. On the fourth day the mother and the child undergo a special bath and thence the mother starts suckling the child, herself taking to a full nutritious diet.
Panchavi and Sathi.
The first ritual as such in an infant’s life comes on the night of the fifth or sixth day after birth. The ceremony is known as the worship of Pancavi (Mother Fifth) and Sathi (Mother Sixth) and is observed among all communities. It is not a Vedic samskara and as such the configuration worshipped and the offerings made differ according to region, community and family. But a common belief exists that those nights are full of danger to the new-born child, and only by worshipping Mother Fifth and Sixth can the child be saved from convulsive seizures and most other forms of disease which are believed to be the work of evil spirits lurking in the lying-in room to attack the child.
The mother is held impure for ten days and no one except the midwife touches her. The family observes suher (ceremonial impurity) for the period. On the eleventh day the mother and the child are given a purificatory hath, their clothes washed and the whole house is cleaned. The walls and the ground of the lying-in room are smeared with a mixture of cowdung and water, the bathing place is washed and turmeric, red powder, flowers and lighted lamp are laid near it. The midwife is presented with a lugade, coli and money. The mother is cleansed of the impurity by a sprinkle of pancagavya or tulasi water, and men change their sacred thread. Many of these practises, however, get naturally avoided in case the woman has her delivery in a modern nursing home or lying-in hospital which now-a-days forms part of urban life and necessity.
In rural parts the mother worships the well when she goes thereto fetch water for the first time after her parturition. She offers turmeric and red powder to the well, makes obeisance and returns home with a well-cleaned pot filled with water.
The barse or naming ceremony which is generally held on the 12th day in the evening after birth is an important event in the child’s life. The karnavedha (boring of the ear-lobes) ceremony may take place in the morning that day or it may be postponed to the sixth or twelfth month. In the evening women neighbours, friends and kinswomen who are invited to attend the naming drop in, each with a present for the child and the mother. The child is then ceremonially cradled and named and the function closes with the distribution of boiled gram and packets of sweetmeat to the assembled.
The next ritual consists of the hair-cutting ceremony known as caula or cudakarana as mentioned in the Hindu Samskaras. It is also customary with many Hindu backward communities to give ceremonial attention to the first shaving or cutting of the child’s hair (javal) and is based on the belief that the hair with which the child is born are impure. At present among Brahmans the rite is usually gone through in the case of boys at the time of upanayana (thread-girding).
Among the well-to-do it is customary to celebrate the child’s birthday every month during the first year and then annually for some years. Even the various stages of development in the child, such as, learning to turn on one side, crawling, sitting, standing, etc., are sometimes celebrated by the family with feasting.
The thread-girding ceremony or munja as it is popularly known is a samskara prescribed for all Hindus claiming a place in the first three varnas (caste-groups). In essence it is a purificatory rite initiating a boy to bramhacaryasram (stage of student-hood). In Kolaba the castes besides Brahmans which are supposed to gird their boys with sacred thread are Prabhus and Sonars. Recently the ceremony is found to have been observed by Varus. Marathas generally are not known to perform the ceremony but some wear the sacred thread renewing it yearly in the month of Sravana. The Caukalshis wear the sacred thread during the marriage ceremony but at no other time.
On going through this ceremony the boy becomes a brahmacari (an unwed religious student) and from then one should pursue Vedic study at the feet of his guru for some years, completing which, should undergo the samavartana (return) ceremony. But, as the present custom goes, the samavartana or the sod-munj ceremony as it is called, follows the thread-girding without much lapse of time, the whole ceremony coming to a close within a day.
In order to convey an idea of the rites of upanayana in the days of the grhya sutras the ceremony as contained in the Asv. gr. sutra (which is among the shortest) is set out here in full: “Let him initiate the boy who is decked, whose hair (on the head) is shaved (and arranged), who wears a new garment or an antelope skin if a brahman, ruru skin if a ksatriya, goat’s skin if a vaisya; if they put on garments they should put on dyed ones, reddish-yellow, red and yellow (for a brahmana, ksatriya, vaisya respectively), they should have girdles and staffs (as described above). While the boy takes hold of (the hand of) his teacher, the latter offers (a homa of clarified butter oblations) in the fire (as described above) and seats himself to the north of the fire with his face turned to the east, while the other one (the boy) stations himself in front (of the teacher) with his face turned to the west. The teacher then fills the folded hands of both himself and of the boy with water and with the verse ‘we choose that of Savitr’ (Rg. V. 82.1) the teacher drops down the water in his own folded hands on to the water in the folded hands of the boy; having thus poured the water, he should seize with his own hand the boy’s hand together with the thumb (of the boy) with the formula ‘by the urge (or order) of the god Savitr, with the arms of the two Asvins, with the hands of Pusan, I seize thy hand, oh! so and so; with the words ‘Savitr has seized thy hand, oh so and so’ a second time (the teacher seizes the boy’s hand); with the words ‘Agni is thy teacher oh so and so’ a third time. The teacher should cause (the boy) to look at the sun, while the teacher repeats ‘God Savitr! this is thy brahmacari, protect him, may he not die’ and (the teacher should further) say ‘Whose brahmacari art thou? thou art the brahmacari of Prana. Who does initiate thee and whom (does he initiate?) I give thee to Ka (to Prajapati). With the half verse (Rg. III 8.4.) ‘the young man, well attired and dressed, came hither’ he (the teacher) should cause him to turn round to the right and with his two hands placed over (the boy’s) shoulders he should touch the place of the boy’s heart repeating the latter half (of Rg. III. 8.4). Having wiped the ground round the fire the brahmacri should put (on the fire) a fuel stick silently, since it is known (from sruti) ‘what belongs to Prajapati is silently (done)’, and the brahmacari belongs to Prajapati. Some do this (offering of a fuel stick) with a mantra ‘to Agni I have brought a fuel stick, to the great Jatavedas; by the fuel stick mayst thou increase, Oh Agni and may we (increase) through brahman (prayer or spiritual lore), svaha’. Having put the fuel stick (on the fire) and having touched the fire, he (the student) thrice wipes off his face with the words ‘I anoint myself with lustre.’ ‘May Agni bestow on me, insight, offspring and lustre; on me may Indra bestow insight, offspring and vigour (indriya); on me may the sun bestow insight, offspring and radiance; what thy lustre is, Oh Agni, may I thereby become strong; what thy consuming power is, Oh Agni may I thereby acquire consuming power. Having waited upon (worshipped) Agni with these formulas, (the student) should bend his knees, embrace (the teacher’s feet) and say to him ‘recite, Sir, recite, Sir, the Savitri’. Seizing the student’s hands with the upper garment (of the student) and his own hands the teacher recites the Savitri, first pada by pada, then hemistich by hemistich (and lastly) the whole verse. He (the “teacher) should make him (the student) recite (the Savitri) as much as he is able. On the place of the student’s heart the teacher lays his hand with the fingers upturned; may Brhaspati appoint thee unto me’. Having tied the girdle mind follow my mind; may you attend on my words single minded; may Brhaspati appoint thee unto me’. Having tied the girdle round him (the boy) and having given him the staff, the teacher should instruct him in the observances of a brahmacari with the words ‘a brahmacari art thou, sip water, do service, do not sleep by day, depending (completely) on the teacher learn the Veda’. He (the student) should beg (food) in the evening and the morning; he should put a fuel stick (on fire) in the evening and the morning. That (which he has received by begging) he should announce to the teacher; he should not sit down (but should be standing) the rest of the day.” [P. V. Kane, History of Dharmahastra, Vol. II, Part 1, p. 281.]
Hindus consider vivaha (marriage) as one of the sarirasam-skaras (sacraments sanctifying the body) through each of which every man and woman must pass at the proper age and time, and as such they think it is obligatory on every person to marry. As a sacrament a marriage can be established only after undergoing certain rites and ceremonies, and these marriage rituals, at least among the higher castes are the same as elsewhere with minor variations. The present-day customs and ceremonial practices observed by Hindus regarding marriage fall in three broad classes, viz., (1) The traditional form generally used by professional priests for conducting marriage ceremonies of Brahmans and allied Classes. It is mainly based on rites prescribed in the grhyasutras and in it Vedic mantras are freely used. (2) The pauranika form which is essentially the same as (1) but in it Puranic mantras instead of Vedic ones are used. (3) Modern forms which are variants of (1) and (2) and preached by sponsors of movements of reformism or revivalism among the people [ Following instituted bodies are known to have preached such forms:- (1) Arya Samaj, (2) Prarthana Samaj, (3) Satya Shodhak Samaj, (4) Hindu Dharma Nirnaya Mandal, and (5) Hindu Missionary Society.]. Even when the ceremony is celebrated in the traditional way, the general tendency now-a-days, is towards curtailing ritualistic details to the extent of winding up the ceremony in a day or two thereby aligning it with the modern form.
A marriage alliance is arranged or settled generally by the parents or guardians of the groom and the bride concerned, and as Kanyadana or giving a daughter in marriage is considered meritorious among the higher castes, it is always the bride’s parents or relatives that take the initiative in the match-making. Social conditions, however, among advanced classes have now changed a great deal. Among them a practice of letting the would be couple to go for a walk and be together to know each other is followed. But this is an innovation and not the people’s custom. The custom of consulting and comparing horoscopes of the girl and the boy is gradually falling into disuse, as the parents of the couple hold that considerations of dowry or good looks are more important than the agreement of stars, and settle the marriages according to the pritivivaha or love form in which no consultation of horoscopes is required. Monetary considerations almost invariably dominate a marriage settlement. But regarding it no uniform rule prevails. Some castes put a price on the bride, others on the bridegroom and there are some who do not put a price on either of the two. Generally among higher castes hunda (dowry or property which a woman brings to her husband) is paid by. the bride’s parents to the bridegroom. Among castes not in the first flight the bride’s parents usually take deja (bride-price). It may be noted here that the dowry demanded from the bride’s father is under the guise of vara daksina-money the donee receives from the donor to fulfil the purpose of a dana (gift). In some communities, especially among the middle class educated families of the Kayastha Prabhus in the district, dowry forms a supervening consideration in a marriage settlement. Among high class Marathas marriage is very costly. The bride’s father must give a large dowry to the bridegroom, and in return the bridegroom’s father must present valuable ornaments to the bride. Even the well-to-do gets harassed if he has many daughters. In proportion to the position of the family, the father has to spend on his daughter’s marriage, running into debt from which he seldom frees himself.
According to the orthodox way of life there exist a number of restrictions on a marriage selection. Rules of endogamy (i.e., rules restricting marriage within the group) prohibit marriage outside the caste or sub-caste; rules of exogamy which operate within the endogamous group prohibit marriage between sapindas (blood relations), sagotras and sapravaras (same eponymous groups). Brahmans and allied communities generally claim gotras and pravaras and abide by gotra and pravara exogamy. Non-Brahman communities have kuli (stock), devak (totem) and surnames as exogamous divisions. Maratha families have devaks or sacred symbols, which appear to have been originally totems, and affect marriage to the extent that a man cannot marry a woman whose devak reckoned on the male side is the same as his own. The religious restriction on sapindas is extended to seven degrees on the father’s side and five degrees on the mother’s side, but the prohibited degrees of kindred for marriage beyond the agnates (related on the father’s side) vary according to the custom of the community. Marriages among families of the same gotra are now made permissible under the Hindu Marriage Act, 1955, but marriages among, sapindas are totally prohibited by law as well as by custom. As regards cross-cousin unions, except that of the brother’s daughter with the sister’s son which is tolerated or even preferred among some castes other types are generally disallowed. Marriage with a wife’s sister is allowed, and brothers may marry girls who are sisters. Polygamy, which was once allowed and practised, is now prohibited by law [Social usage in relation to these marriage rules is being considerably affected by recent legal enactments, namely, (1) the Child Marriage Restraints Act of 1929, as amended by Act XIX of 1938, which prohibits marriage of boys under 18 years of age, and girls under 14 years of age; (2) the Hindu Marriage Disabilities Removal Act (XXVIII of 1946), which validates marriages between parties (a) belonging to the same gotra or pravara or (b) belonging to different sub-divisions of the same caste; and now the extensive alterations made by legislation embodied in the Hindu Marriage Act, 1955, abrogates and over-rides all the rules of Hindu Law concerning marriage previously applicable to Hindus.].
When primary negotiations are complete the formal ceremonies of vadhu pariksa (inspection of the bride) and sakharpuda (betrothal) are gone through. On an auspicious day a select party on the boy’s side arrange to visit the girl’s house with due notice, and there at a tea-party on interviewing the girl make her a present of an ornament and new cloth (sadi, etc.,) and distribute sweets among the assembled as a mark of their approval. The fathers of the bride and the bridegroom settle the dowry (vara daksina) and the presents (varopacara) to be given to the bridegroom by the bride’s father. These items may be entered into an agreement and its copies marked with kunkum and exchanged between the two fathers. The muhurta auspicious day and hour for the wedding, is then determined. and fixed giving due consideration to the tdrdbala, candrabala (i.e., the happy and powerful influence of the birth-stars) of the wedding couple.
The friends and relations of the bride and the bridegroom now start giving each kelvan (congratulatory) feasts. Lagna-mandaps, marriage pandals, are erected at both the houses. Printed invitation cards or letters are distributed or posted, and a formal invitation ceremony and procession called aksat may take place a day or two before the marriage. Halad, i.e., besmearing the boy and the girl with turmeric powder is considered as an important ceremony among the lpwer castes.
On the marriage day or on the day previous, as a prelude to the vivaha (wedlock) ceremony a number of propitiatory rites are gone through both at the bride’s and the bridegroom’s. Punyahavacana (holy day blessing) which is conjoined with devakasthapana (guardian-enshrining) and in which the boy and his parents (and the girl and her parents at the girl’s house) participate is performed at about seven in the morning. This is followed by nandi-sraddha, an auspicious rite requesting the spirits of the forefathers to be present in the house and bless the wedding, and mandapa-devata pratistha, i.e., establishing the booth-spirits. When the time for marriage draws near, the girl’s father accompanied by his priest goes to the boy’s house, and gives him formal invitation to his house to hold the marriage.
Meanwhile the bride who may be clad in the orthodox fashion in yellow sadi known as astaputri or vadhuvastra and a short sleeved backless bodice, sits before Gaurihar (the marriage god which is an image of Siva and his consort Gauri) in the house, throws a few grains of rice and sesamum over the image, and prays with words, “Gauri, Gauri grant me a happy wifehood and long life to him who is coming to my door.”
In the actual marriage ceremony, there are numerous stages of which, the following are the principal:-(1) Simantapujana, i.e., reception and adoration of the bridegroom at the entrance of the town. (2) Vadhugrha-gamanam, i.e., going to the place of the bride. (3) Madhuparka, i.e., a respectful offering made to a guest or the bride-groom on his arrival at the door of the father of the bride. (4) Parasparaniriksna, i.e., the ceremony of gazing at each other through the screen called antarpat, and of garlanding the bride-groom by the bride. (5) Kanyadana, i.e., the ceremony of giving the girl in marriage. (6) Vivahahoma, i.e., offering of oblation by throwing ghee into the sacred fire in honour of the marriage. (7) Panigrahana, i.e., ceremony of taking by the hand. (8) Lajahoma, i.e., throwing parched grains into the consecrated fire. (9) Saptapadi, i.e., the ceremony of bride and bride-groom walking together seven steps round the sacred fire after which the marriage becomes irrevocable.
The vivahahoma ending in saptapadi is the operative and essential portion of the ceremony. On completion of the last step the actual marriage is considered to be complete. The concluding ceremonies that follow are varat, the homeward return of the bridegroom with the bride in a procession, and grahapravesh, i.e.. the ceremonial home-entering of the newly wed.
Tune you EQ. IQ is out EQ is in.
BEcome more effective and enjoy better life and add more value.
Recognize and Remember YOU are responsible for your life and your choices. you have alternatives. You choose the response that makes you feel better or worse / happy or sad. Only you can affect your thought and in turn your feelings and reactions. No one else can make you upset or unhappy unless you let them do so by giving away your power.
Be aware of the alternative choices available and your right and ability to exercise your own option and thereby design the course of your life and decide upon you future and determine thelevel of your success and thereby empower yourself for a fresh progressive behaviour to take you in a upward spiral and by practice make it a habbit.
Think twice: The fast track has its obvious attractions. Pay your way to a better quality of life.
Reality check :unless you consistently master the basics you cannot become a master
Learning:always keep yourself grounded by taking a regular refresher courses on basics and
Know who you are, and accept that no one can please everyone all the time
Understand that we’re gifted in ways that stretch far beyond intellect
First do your homeword and prepare and manage yourself before you try to lead others
Your decision to transform yourself is a deep personal choice. It has to be emotional and not just logical.step back and reflect on what you have learnt and where you have come.Focus on what you consider to be under your control.accept that transformation is a process, not an event.make a deep commitment .
Never over indulge and Never do unto others what you do not accept yourself
AT the end of day , it all depends on , how u use the space, between the stimulus, and your response, to make an apt choice, that you take your life to higher levels, each time.
Make best use of Law of attraction as well as allaudin Factor to your advantage
Weddign Reception of Revathy D/o Lt Coimbatore Kuniamuthur Narayanan with Muralidharan of Chennai Nanganallur in 24Oct 2007
First of all you have to buy a ticket before you can win it. Secondly you have to increase your chances, however slim, of winning anything, by adding say intensity or frequency or whatever.So it is with Law of Attraction and visualization.You have to practice it everyday/ all the time everytime to gain anything from it.
Giving your intentions emotions are giving them energy, when you create the energy you have momentum, when you have momentum you create a power, when you have the power you are listened to, when you are listened to you will achieve your goals
If you achieve your financial goals give some back to charity or the community or offer your services free. If you achieve you goal of finding your perfect partner show gratitude by treating your partner and their family the right way Those who give, gather more easily
We all get mixed up in our own worlds, and we all take our world for granted. Take some time to Thank and show gratitude and express kindness and care
When you are in the middle of working toward it and you tell people about it’s current success you mind has decided you have reached your goal and therefore the energy of the intention disappears. It’s because the mind energy for that goal has lost it’s power as it already thinks you have achieved your goal as you are telling everyone how much a success you are.
* Dream Big Dreams
* Develop a Clear Sense of Direction
* See Yourself as Self-Employed
* Do What You Love to Do
* Commit to Excellence
* Work Longer and Harder
* Dedicate Yourself to Lifelong Learning
* Pay Yourself First
* Learn Every Detail of Your Business
* Dedicate Yourself to Serving Others
* Be Absolutely Honest With Yourself and Others
* Determine Your Highest Priorities and Concentrate on Them Single-Mindedly
* Develop a Reputation for Speed and Dependability
* Be Prepared to Climb from Peak to Peak
* Practice Self-Discipline in All Things
* Unlock Your Inborn Creativity
* Get Around the Right People
* Take Excellent Care of Your Physical Health
* Be Decisive and Action Oriented
* Never Allow Failure to Be an Option
* Pass the Persistence Test
* Success is Predictable
1 – The Nameless Tao – Wu-ming – Recognizing the unity of all things starts you on the path to true abundance.
2 – Nature – Tzu-jan – Learning to receive opens the door to your greatest good.
3 – Ease – Wu-wei – Following the path of least resistance brings success with ease.
4 – Flow – Ch’i – Circulating the energy in your life strengthens health, deepens relationships, and generates wealth.
5 – Power – Te – Honoring your innate dignity and actualizing your inborn abilities is the road to authentic power.
6 – Harmony – Yin/Yang – Balancing yin and yang eliminates stress and brings peace of mind.
7 – Leisure – Jen – Taking time to be, to grow, and to nurture your relationships gives you the strength to persevere.
8 – Beauty – Li – Achieving your destiny is a matter of trusting and embracing the organic pattern of your life.
But just saying ‘thanks’, ‘well done’, or ‘great job’ are throwaway insincerities that can do more damage than good, so here are 7 tips for doing it well…
1. No Time Like Now
Feedback goes stale when left unsaid too long, so give positive feedback as close to the event as possible.
2. In Public and In Private
Praise in public, criticise in private, that’s the rule. But before you go singing a person’s praises from the roof-tops, think about what they would prefer. Public praise of an extremely shy person may cause an emotional response that overshadows your good intentions. Do what’s right for the person.
3. Practice Makes Perfect
It’s easy to overlook good work or extra effort, so make it a habit to praise regularly. Consider setting up a formal reward and recognition scheme that everyone understands and can use.
4. Does the Reward Fit?
Keep the balloons and streamers for special occasions. Going over the top with rewards can be mis-interpreted as “buying” favours. Judge the amount of effort and reward appropriately.
5. No Favourites!
Avoid creating “favourites” by doing quick mental tallies of whom you’ve praised recently.
6. Be Clear and Mean It
The best positive feedback is sincere and specific. Tell the person exactly why you are praising them;
“Tony, that extra analysis was really appreciated by the project team and allowed them to make a decision immediately”.
Tony now knows exactly what to do next time to get praise.
7. Catch People Doing Things Right
The more you catch people doing things right, the more right things they will do! Encourage positive actions by letting people know when they do things well. Start today, and in only three weeks time, giving positive feedback will be a life-long habit
Wedding Ceremony At SS Colony Madurai Sep 2007
If that guy has any way of making a mistake, he will.
If it can happen, it will happen.
Anything that can go wrong will go wrong.
If there’s more than one way to do a job, and one of those ways will result in disaster, then somebody will do it that way
If there are two or more ways to do something, and one of those ways can result in a catastrophe or pregnancy, then someone will do it.
Anything That Can Possibly Go Wrong, Does
‘Everything that can possibly go wrong will go wrong’
It is impossible to make anything foolproof because fools are so ingenious.
Positive mental attitude
All riches begin with a state of mind. And remember, it is the one thing over which you have sole control. This is the starting point of all riches, whether they be material or intangible. It attracts true friendship and the hope of future achievement. You labor in the highest plane of your soul, creating. It attracts harmony in home relationships and friendly cooperation. It frees you from fear and provides you with the riches of enthusiasm. It inspires you with the riches of song and laughter, which indicate your state of mind. The joy of knowing that the mind can and will serve any desired end if one will take possession of it and fuel it with a definite purpose. It elicits the riches of play through which one may lay aside all of the burdens of life and become as a little child again. It puts you in touch with one’s “other self” – the self which knows no such reality as permanent failure. The wisdom of meditation through which one may draw upon the great universal supply of infinite intelligence at will. These and all other riches begin with a positive mental attitude.
Sound Physical Health
Sound health begins with a “health consciousness” produced by a mind that thinks in terms of health instead of sickness. It requires temperance in eating and commitment to physical activity.
Harmony in Human Relationships
Harmony with others begins with yourself. “To thine own self be true, and it must follow, as the night the day, thou cans’t not then be false to any man” ~Shakespeare
Freedom from Fear
Nobody who fears anything is free. The seven basic fears that appear in the mind are poverty, criticism, ill health, loss of love,loss of liberty, old age, and death.
The Hope of Achievement
The greatest of all forms of happiness comes from hope of achievement of some yet unattained desire.
The Capacity for Faith
Faith is the connection with the conscious mind and all that is. It is the fertile soil of the garden of the human mind where all riches in life are produced. It is the stuff that gives creative power and action to the impulses of your thoughts.
Willingness to Share One’s Blessings
Happiness comes only by sharing. Riches that are not shared will ultimately die. All riches may be multiplied by the simple process of sharing them where they may serve others.
Labor of Love
Labor is the highest form of human expression of desire. The forerunner of all human progress. All labors of love are sanctified because they bring the joy of self-expression.
An Open Mind on All Subjects
It is only the person with an open mind who becomes truly educated and who is thus prepared to receive the greater riches of life.
The person who cannot master himself may never become of the master of anything else. Those that master themselves become the masters of their destiny. The greatest expression of this is in humility of the hear when one has attained great riches or has been overtaken by that which is called “success”.
Capacity to Understand People
Comes from the basic understanding that all people are fundamentally like and evolved from the same place. Those who understand what motivates others must first understand what motivates themselves.
Economic security is not attained by the possession of money alone. It is attained by the service one renders – for this may be converted into all forms of human needs, with or without the use of money.
These 14 Secrets to Success are taken from a new updated version of the classic book The Magic Ladder to Success, in answer to the question “will you show us how to secure the confidence of the public in our work…?”
I render more service than I ask people to pay for.
I engage in no transaction, intentionally, that does not benefit all whom it affects.
I make no statements that I do not believe to be true.
I have sincere desire in my heart to be of useful service to the greatest possible number of people.
I like people better than money.
I am doing my best to live as well as to teach my own philosophy of success.
I accept no favors from anyone without giving favors in return.
I ask nothing of any person without having a right to that for which I ask.
I enter into no arguments with people over trivial matters.
I spread the sunshine of optimism and good cheer wherever and whenever I can.
I never flatter people for the purpose of gaining their confidence.
I sell counsel and advice to other people, at a modest price, but never offer free advice.
While teaching others how to achieve success, I have demonstrated that I can make my philosophy work for myself as well, thus “practicing what I preach.”
I am so thoroughly sold on the work in which I am engaged that my enthusiasm over it becomes contagious and others are influenced by it.
10 Major Factors for Confidence by Napoleon Hill
(pgs. 131-132: How to Sell Your Way Through Life, 1955, Ralston Publishing Co., Cleveland, Ohio.)
By careful observation of thousands of sales people from whom I have learned all that I know about selling, I discovered that ten major factors enter into the development of confidence. They are:
(1) Follow the habit of rendering more service and better service than you are paid to render.
(2) Enter into no transaction which does not benefit, as nearly alike as possible, everyone it affects.
(3) Make no statement which you do not believe to be true, no matter what temporary advantages a falsehood might seem to offer.
(4) Have a sincere desire in your heart to be of the greatest possible service to the largest number of people.
(5) Cultivate a wholesome admiration for people; like them better than you like money!
(6) Do you best to live as well as preach your own philosophy of business. Actions speak louder than words!
(7) Accept no favors, large or small, without giving favors in return.
(8) Ask nothing of any person without believing that you have a right to that for which you ask.
(9) Enter into no arguments with any person over trivial or non-essential details.
(10)Spread the sunshine of good cheer wherever and whenever you can. No man trusts a joy-killer!
Leaders, new and old, sometimes lose sight of the most fundamental tenets of leadership. Here’s a reminder… I frequently tell executives that leadership and its concepts, theories and core applications haven’t changed in a millennium.
Some of our demographics may have changed. This forces us to use alternative applications of those concepts. But the basic leadership concepts and theories remain.
So, why don’t we “just do it?”
Sometimes we aren’t motivated. Sometimes the “time” just doesn’t seem right. Maybe we simply forgot some of the basics… hence this article.
When I train companies and corporations worldwide on how to improve management and organization performance, I start off with these 5 laws new and experienced leaders should never ever forget.
Kevin’s Leadership Skills Training Survival Kit for New & Experienced Managers
Leadership Law #1: Never delay a decision that must be made.
Make your decision and move on. You may have to immediately make another decision. This doesn’t mean your first one was wrong. It merely means that your second one had the benefit of additional knowledge.
Leadership Law #2: When you want something specific done, say so specifically, using clear, plain language.
Employees generally have some difficulty doing their basic jobs. By adding “mind-reading” to their description is just plain unfair.
Do not use hints, implications, or innuendos. Say what you want, and use plain English! Directness counts.
Leadership Law #3: Never answer every employee’s every question.
Questions are teaching moments — don’t rob employees of the opportunity. But don’t spend your whole time answering questions.
When you always answer every employee’s every question, you’ll forever be answering your employee’s every question. This will leave you with no time to spend on areas that need your direct attention now.
Sounds trite, and I don’t mean it to.
If employees are asking because they’re stupid, get rid of them. If they are decent employees asking because they do not know, then teach them. They’ll know next time, and you’ll both be better for it.
Leadership Law #4: Make your expectations clear, then back up a bit and give employees room to do their job.
That doesn’t mean to never look back. To inspect what you expect isn’t micromanagement. It’s good management.
Even your top performers need clear expectations. Give them a target. Provide resources and guidance. Remove obstacles when necessary. Then let them do their job. But, don’t forget to check back later, since you still have management responsibilities.
Leadership Law #5: Employees need their managers to be leaders
Your employees don’t need a shoulder. They don’t need a buddy, a sympatico, or a commiserator. If you want a friend, buy a dog.
We all struggle with this. Everyone wants to be liked, and it always seems difficult to decline a beer after work, or something similar. I’m not advocating a monk-like existence, disallowing any contact with your troops. I’m just merely reminding you that they would like to have a friend, but they need a leader if they are to be successful.
You do want them to be successful, don’t you?
Closing Leadership Thoughts
These leadership laws are fairly intuitive, and certainly not rocket science or brain surgery. They are simple management and leadership truths that have passed the test of time.
Print these out. Laminate it. Put in your top desk drawer and don’t forget them.
About Kevin Berchelmann- visit http://www.triangleperformance.com
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Follow your heart.” “Listen to your inner voice.” “Trust your guidance.” It all sounds so easy. But what do you do when your inner voice sounds like your inner critic, or worse, your inner child run amok!? How can you learn to depend on your intuition to help guide you to the right decisions?
1. What does your intuition tell you? Your intuition can contribute “quick and ready” insight according to Webster’s dictionary. Too often we discount the role of intuition in decision making. Begin to pay close attention to what your intuition is telling you; it could lead directly to positive changes in your life.
2. How Does Your Intuition Communicate With You? Each of us has a predominate form in which we receive intuitive information. It may come through feelings, images, body sensation (gut feelings) or through your thoughts. When you are making a decision pay particular attention to all of these ways that your intuition communicates with you.
3. Ask your intuition questions. Many people believe that intuition comes completely unbidden. I have found that when you ask your intuition for additional insight it will respond with answers. Ask, “What should I do in this situation?” or “What do I need to know about this.” Remember you may get the answers from a variety of sources. (Feelings, words, physical sensations, and images.)
4. Act on the information you receive. Developing your intuition is like learning any new skill. It’s not unlike learning an athletic ability. The more you practice the better you get at it. If using your intuition is new for you it may be best to use it in relatively low risk situations at first. This will help you develop your “intuitive muscles.”
5. You may not receive information immediately. If you don’t understand something, ask for clarification. It is possible to get your guidance in dreams, for instance. Many people ask for intuitive guidance during a meditation and don’t receive information immediately. You may find that the insight you desire will come seemingly unbidden at some point later in the day while you’re involved in other tasks.
6. Learn to take small steps. Most of us feel quite anxious when making big changes in our lives. We’re afraid we’ll make a mistake that we’ll later regret. I’ve found that taking small steps towards a decision works great. You may find, as many do, that as you take those small steps, that the decision becomes clearer, your resolve becomes stronger and the fear begins to lessen.
7. Write down the guidance you receive. Whenever you’re facing a tough decision, write about it in a journal you keep for this purpose. Always jot down what your intuition is communicating. What feelings do you have about this decision? What images come to mind? Are there any body sensations that indicate a good or bad decision? Is there a still, quiet, inner voice that informs you? It’s helpful to look back at this journal from time to time to see how accurate your guidance was. Did you trust the information you received? Did you act on its wisdom?
8. Don’t forget your left brain! Remember to use your logical or rational mind in this process as well. There needn’t be a competition between the intuitive mind and the rational mind. Your rational side can help you find out facts and assist you with details of your decision. Your intuitive or “right brain” simply adds another level of information often described as, “You know, but you don’t know how you know.”
9. What’s your goal in making this decision? When using your intuition, it helps to be clear what outcome you want. Many people get stuck in the process by thinking of all the things they don’t want. When you’re clear about your goals, your intuition can inform you about the clearest, most direct path to achieve it.
10. Intuition is guidance from your higher self. Your intuition is always there to guide you and provide for you.
Lynn A. Robinson, M.Ed. is an intuitive consultant, author and popular seminar leader. She is the co-author of “The Complete Idiot’s Guide to Being Psychic”