Thursday, January 31, 2013
Wednesday, January 30, 2013
2. Reach out to those who are aloof and ask about them
3. Finally give sincere & honest appreciation to people you know, meet or learn about.
Tuesday, January 29, 2013
"Surround yourself with postive things happened in past...to nurture and trigger positive thoughts to aspire for bigger goals in future"....and thus becomes source of energy in present.
Monday, January 28, 2013
Advanced School of Thought - Building Human Capital
The companies who are are on the path of advancement, innovation and growth develop culture to build human capital. They value the strength of each individual and understand the value of optimal utilization of their potential.
I certainly believe in later category of thought of building human capital...and that is way to go!! And welcome your thoughts on the same of what works or doesn't in your company bases on culture/projects/vision/strategy.
Quite interesting comparison of red and blue ocean stratagies...how to find your blue ocean growth strategy where you enjoy swimming, feel energetic and meets your interest.
"If blue ocean, the work and growth is organic and you just swim.....you will meet the shore as you enjoy the ocean"
Sunday, January 27, 2013
Saturday, January 26, 2013
Must read...to adopt the technique of associating things to form a memory chain!!
Thursday, January 24, 2013
1. Give your great employee the whole tool box
- Evaluate any new hire documentation at least twice a year to make sure it still aligns with your directives.
- Ask your current employees for what they wish they’d known before they started working on your team.
- And, above all, make sure your great new hire knows that if they have a gap in their knowledge they should feel comfortable enough to make you aware of the oversight.
2. Set clear expectations
- Set regular meetings or email exchanges to clarify your priority items.
- Quickly communicate changes to strategy or new tasks.
- Set clear expectations will more easily identify their hard-working contributions to the company.
3. Build a trust environment
- The best employees thrive in high-trust environments where they see their work as valued and necessary.
- Build trust in your teams through effective listening, acting on employee suggestions, relating the company’s strategic direction to everyday employee tasks — the bigger picture often helps clarify the details — and by removing obstacles.
4. Recognize everyday wins
- Don’t wait for an annual meeting to recognize great work.
- You want to keep your great employees by recognizing their day-to-day tasks and projects.
- Find the good in a project gone bad. Make it a practice to verbally praise employees whenever possible. Pass a thank you note. Have an informal weekly prize.
- Keep a “Stanley Cup”-type trophy that rotates around the team. Every day appreciation keeps great employees producing great results.
(We in our MLBullmasters (Toastmasters) Club do exactly the same by giving a trophy to the best table topic speaker)
5. Establish consistently extraordinary rewards
- Your best employee should know that they are invaluable to your team.
- Develop a rewards program that consistently recognizes your great employees.
- Make these rewards something special with customized options for your workplace. A pattern of consistent recognition inside companies is proven to retain employees; we see it time and time again.
- You can make a difference, reduce turnover, and connect with your employees when you have a clear reward program.
(And in our MLBullMasters club, we give trophies for an extraordinary member of the month and an extraordinary employee of the month)
6. Appreciate the person
- Your great employee needs to know not only is their great work being recognized, but that they’re also being appreciated as a person.
- Be sincere and personal in your appreciation and show it often. Be sure to show your appreciation again at the 30, 60, 90, 120 day, and one year milestones.
This was originally published on the OC Tanner blog
"Every one finds lemons on their way...the one who converts lemon into a tasty lime juice is a Winner"
2. Why is meeting? Goals
3. Who needs to be in the meeting?
4. What are you going to get out of it?
"The culture defines and identifies the organization"
The strong spirited and positive culture is a guaranteed recipe of success of an organization.
Strong spirited + positive = happy associates
Wednesday, January 23, 2013
It is not easy to be liked by all for the ones who are driven and surging ahead with lazer focus...
But you need to develop the art to stay likable at the same time being driven.
Ke har tauqdeer ke pehle
Khuda baande se yeh puche
Baata, teri raaza kya hai"
That before destiny decides
The Supreme will ask you
Tell me my Son...What is your wish and desire"
Tuesday, January 22, 2013
"The important thing is not what will yield to man a few scattered pleasures, but what will make his life happy in whole amount"
Start with small baby steps with doing the daily chores, simple act of kindness, helping the one in need or less fortunate and then growing into self less service, digging deeper to what you like, making a goal and resove to acheive it.
"Living is to get from the world...Life is what you give to the world"
Monday, January 21, 2013
- "Cherish your visions and your dreams as they are the children of your soul, the blueprints of your ultimate achievements."
- "The key to success is to focus our conscious mind on things we desire not things we fear."
- "Success is getting what you want. Happiness is wanting what you get."
- "Obstacles are necessary for success because in selling, as in all
careers of importance, victory comes only after many struggles and
- "A real decision is measured by the fact that you've taken a new action. If there's no action, you haven't truly decided."
- "If you can't control your anger, you are as helpless as a city without walls waiting to be attacked."
The Book of Proverbs
- A mediocre person tells. A good person explains. A superior person
demonstrates. A great person inspires others to see for themselves."
- "Freedom, privileges, options, must constantly be exercised, even at the risk of inconvenience."
- "Take care of your body. It's the only place you have to live."
- "You can have everything in life you want, if you will just help other people get what they want."
- "The number of times I succeed is in direct proportion to the number of times I can fail and keep on trying."
- "You have everything you need to build something far bigger than yourself."
Sunday, January 20, 2013
Principle #2 - be open to questions and suggestion
Principle #3 - be attentive and listen
Principle #4 - be closer to nature even at work
Tuesday, January 15, 2013
Monday, January 14, 2013
Step 1. To succeed - Need to motivate for taking the calculate risk to innovate. And if that leads to some failure...then step 2.
Step 2. Keep openess and candidness to discussion and analyzation for failure...you will nail down root cause which will become the steping stone for success.
The key is to promote step 1 and develop culture for the step 2.
Wednesday, January 9, 2013
The GROW Model is a simple yet powerful framework for structuring your coaching or mentoring sessions.
GROW stands for:
Options (or Obstacles).
Will (or Way Forward).
The model was originally developed in the 1980s by performance coach Sir John Whitmore, although other coaches, such as Alan Fine and Graham Alexander, have also helped to develop it.
A good way of thinking about the GROW Model is to think about how you'd plan a journey. First, you decide where you are going (the goal), and establish where you currently are (your current reality).
You then explore various routes (the options) to your destination. In the final step, establishing the will, you ensure that you're committed to making the journey, and are prepared for the obstacles that you could meet on the way.
How to Use the Tool
To structure a coaching or mentoring session using the GROW Model, take the following steps:
1. Establish the Goal
First, you and your team member need to look at the behavior that you want to change, and then structure this change as a goal that she wants to achieve.
Make sure that this is a SMART goal: one that is Specific, Measurable, Attainable, Realistic, and Time-bound.
When doing this, it's useful to ask questions like:
How will you know that your team member has achieved this goal? How will you know that the problem or issue is solved?
Does this goal fit with her overall career objectives? And does it fit with the team's objectives?
2. Examine the Current Reality
Next, ask your team member to describe his current reality.
This is an important step: Too often, people try to solve a problem or reach a goal without fully considering their starting point, and often they're missing some information that they need in order to reach their goal effectively.
As your team member tells you about his current reality, the solution may start to emerge.
Useful coaching questions in this step include the following:
What is happening now (what, who, when, and how often)? What is the effect or result of this?
Have you already taken any steps towards your goal?
Does this goal conflict with any other goals or objectives?
3. Explore the Options
Once you and your team member have explored the current reality, it's time to determine what is possible – meaning all of the possible options for reaching her objective.
Help your team member brainstorm as many good options as possible. Then, discuss these and help her decide on the best ones.
By all means, offer your own suggestions in this step. But let your team member offer suggestions first, and let her do most of the talking. It's important to guide her in the right direction, without actually making decisions for her.
Typical questions that you can use to explore options are as follows:
What else could you do?
What if this or that constraint were removed? Would that change things?
What are the advantages and disadvantages of each option?
What factors or considerations will you use to weigh the options?
What do you need to stop doing in order to achieve this goal?
What obstacles stand in your way?
4. Establish the Will
By examining the current reality and exploring the options, your team member will now have a good idea of how he can achieve his goal.
That's great – but in itself, this may not be enough. The final step is to get your team member to commit to specific actions in order to move forward towards his goal. In doing this, you will help him establish his will and boost his motivation.
Useful questions to ask here include:
So, what will you do now, and when? What else will you do?
What could stop you moving forward? How will you overcome this?
How can you keep yourself motivated?
When do you need to review progress? Daily, weekly, monthly?
Finally, decide on a date when you'll both review his progress. This will provide some accountability, and allow him to change his approach if the original plan isn't working.
A great way to practice using the model is to address your own challenges and issues. By practicing on your own and getting yourself "unstuck," you'll learn how to ask the most helpful questions. Then, write down some stock questions as prompts for future coaching sessions.
The two most important skills for a coach are the ability to ask good questions and the ability to listen effectively.
Don't ask closed questions that call for a yes or no answer (such as "Did that cause a problem?"). Instead, ask open ones, like "What effect did that have?" Be prepared with a list of questions for each stage of the GROW process.
Use active listening skills and let your "client" do most of the talking. Remember that silence provides valuable thinking time: you don't always have to fill silence with the next question.
Adopting simplicity in everything you see, do, and act is a virtue.
Mahatma Gandhi di it..and yes he did get us independence.
Respected Narayan Murthy ..founder of infosys is the living example.
And Mr. Ratan Tata is another extraordinary personality who followed this principle, build an empire and recently retired with happiness and a smile.
I believe in it....do you???
Monday, January 7, 2013
Sunday, January 6, 2013
Saturday, January 5, 2013
1) Get to the heart of the matter
The precision questioning(PQ) is a structured method to quickly get to the underlying assumptions, sources of data, measures and cause-effect relationships to separate out causation variables from associations. PQ was developed by Dennis Matthies, a long-time Stanford professor. It is a good framework that enables teams to create a shared vocabulary and consistent way to develop critical thinking skills.
2) Encourage dissenting points of view
When people are reticent or shy to express an unpopular opinion, giving them a voice and an environment to disagree is incredibly important
3) Foster boldness
One doesn’t need to be 100% sure of an answer before making a decision.
4) Ensure the discussion is not personal
Make this a natural part of your organization’s DNA to ensure there is respect and civility in all discussions.
5) Provide clarity in the decision
It is important for everyone involved to understand the “what” and “why” of the decision. Transparency builds the foundation for support. It provides predictability in the way an organization decides and picks between options.