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![[LeadersWorkshop] ~~~~.Micromanagement..Newyork Times Article.](http://2.bp.blogspot.com/-erTXCq61ULM/TmHYAQBZ0GI/AAAAAAAACCs/6cBX54Dn6Gs/s110-c/default.png "[LeadersWorkshop] ~~~~.Micromanagement..Newyork Times Article.")
[LeadersWorkshop] ~~~~.Micromanagement..Newyork Times Article.
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[LeadersWorkshop] ~~~~..Handling Your Promotion.!!.Newyork Times Article.
WINNING WAYS IN MANAGEMENT Promotion can be a double-edged sword Q: my problem may not seem like a problem to you, but it has me completely panicked. My last project was considered "huge" success, and as a result, I was promoted up three rungs to run department. I don't have the experience or the knowledge to do this job. What should I do? --Anonymous,
A: Congratulations. You've stumbled upon one of the best-kept secrets about work. Getting promoted is a double-edged sword: thrilling, yes, but terrifying too. Everyone is calling you with hearty congratulations and slapping your back, saying you deserve it, and you're smiling away for them all, feeling a lot less jovial than you look. It doesn't matter if it's your first managerial stint or you move into the CEO's office. You are the only on e who truly comprehends how little you know about the new job, especially when compared to the big, bold expectations your bosses keep mentioning. Whatever happened, you want to scream, to the perfectly logical idea of a grace period? It's best not to scream, of course. After all, you've been told that leaders need to appear clam and in control, and that's true. Leaders should look and act like leaders for the sake of their people's respect and confidence and the organization's forward momentum. But being a leader doesn't mean you can't ask questions: Good leaders are, by definition, insatiable learners, relentlessly probing the mind of people at every level for ideas and insights. They are voracious relationship builders too, and make sure they get to know everyone in the business who can open their eyes to the who, what and when of the job. Obviously, you don't ever want to seem clueless, and we can't imagine you would, given your past success. You want to appear deeply inquisitive about every aspect of your business and passionate about helping your people to achieve everything necessary to win. Those traits won't undermine your authority. They'll enlarge it. Are we asking you to fake it? No. we're asking you to reinvent your self-perception according to reality. Right now, you're experiencing the same feelings that most new leaders do. Do you think that a president feels any different when he's made the leap from say, running a little southern state to having his finger on the nuclear trigger? Being in charge of something new starts the game all over again, no matter what you've done before. You dub yourself "not ready." We're saying that you should dub yourself "normal." And you will eventually learn what you need to know to do your new job. Six months or a year from now, there will even be days when you feel on top of it all. But business today changes too fast and has too many variables for any manager to ever have the sustained sense of security you yearn for. Indeed, part of being a leader circa 2007 is being able to live with an "uh-oh" feeling in your stomach all the time. Don't let that panic you more! Instead, consider the proposition that continually feeling a bit overwhelmed and under informed is a positive thing for both you and your business. Everyone knows that too much confidence can lead to arrogance and inertia based on "that's how we do it around here." The flip side is an insatiable hunger for new ideas and better ways of doing things – a hunger that makes you fight like hell to win.
------------The New York Times news Service.
. .Rajendra.Deshpande. Trainer. |
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[LeadersWorkshop] ~~~..Important Aspects Of Relationship.Management.
| Relationship Problems and Solutions No matter how happy a couple is and how compatible they are with each other, they will still fight. I know; the fact that every couple has relationship problems is little comfort when your relationship is going through a rough patch. But what does make you feel better is that if others can solve their love problems, so can you. In this article, I talk about two of the common relationship problems that are faced by people and what you can do to handle them. Most of us have problems getting along with someone in our lives. Often times it is with someone that we really want to be close to. There are a number of very common relationship problems. According to William Glaser M.D., almost all relationship problems are the result of a controlling, punishing, "I know what's right for you" mindset. Glaser calls this mindset external control psychology and believes it is one of the primary reasons that people are unhappy and have failing relationships. There are all types of relationship problems including the ones with marriage. For whatever problem there is a solution. Below are some of the most common relationship problems and solutions including resources that can help you solve the problem and have a better relationship or marriage. Compatibility: This is one issue that really needs to be addressed. You can never really tell if you are 100% compatible with your partner. Compatibility deals with the ease in which two people make adjustments towards each other. More often than not couples who are compatible get to adjust to one another and this compatibility issue helps the couple to get along with each other really well. Once there is a problem with compatibility then being able to adjust towards each other will be harder thus will cause problems in the future. Communication: Communication is one of the things that determine the success of any relationship and it's ironic how we always take it for granted. Most problems root from poor communication skills. Both of you should be honest and the most important thing is learn how to listen. Make time or an actual appointment with each other. If you live together, put your mobile phones on vibrate or let the answering machine pick up your calls if you really need to talk and settle an issue. Commitment: Because there are lots of things that get our attention and keep us busy, we tend to lose focus in the relationship. If you lose commitment to the relationship or one another, then this could be a big relationship problem. Losing commitment to one another is like losing the trust, and love that you have given to one another. Trust: In a relationship, trust is the fuel that drives the partners forward. In an absence of trust, the relationship is bound to break up sooner or later. One must understand that there is no magic potion that can build trust in a relationship. If the partners fail to work out trust in their relationship in one way, then they must know that it be done in any other way and try alternative ways. Both the partners must work in various ways to build the trust and take care of their relationship. Sex: You might think that sex will never be a problem in a relationship because it is something that you both do consensually. But even partners who really love each other can be incompatible sexually. Sex is actually one act which brings a couple closer together. It is an act that makes two bodies into one. So if you don't have sexual chemistry then this might be a cause for another to cheat or find someone to satisfy their sexual needs. Money: Believe it or not, money is one of the most common reasons why couples break up or end up in divorce. Relationship experts suggest that couples with money woes really need to sit down and talk about their finances. Be honest about your present financial situation. Do you owe an unbelievable amount in your credit card? Do you keep your bills up to date? If things are not doing so well for you, you may want to think twice in continuing the same lifestyle that you've been used to before the loss. If both of you are big spenders, both of you have to be dedicated in changing your ways tendencies. Construct a joint budget and include savings. Stick to your needs and not your wants. Focus: When in a relationship, the focus should naturally be on the relationship. This is where many people make the mistake. Unless the relationship is a priority, it will soon lose its luster. There are very few things that one can put above a relationship. However, when other relationships, friends or work start taking precedence over the relationship, then you can be sure that grave problems are underlying. Such problems can put any relationship to the back burner. These most common relationship problems are revealed in different ways: * Over involvement in another person's life * Constant phone calls, visits, e-mails, etc. * Requests for attention or acknowledgment * Jealous or controlling behaviors (common relationship fears) * Withdrawal or extreme guardedness To minimize these relationship problems in love: Be aware of your fears! It's okay to feel fear of intimacy; simply knowing that you're afraid of losing yourself and being engulfed by your relationship or family could prevent it from happening. When you know what you fear, you're in a better position to deal with it. Accepting that you have a common relationship problem will help you solve it. Express yourself appropriately. If you're afraid of being abandoned, try not to suffocate your loved ones with excessive attention or jealousy. Talk about your feelings, write them down see a counselor if you're really struggling. Don't let your relationship problems which are normal dictate your behavior or wreck your relationship. Get educated. Do you have an extreme fear of intimacy or fear of abandonment? Find out how to successfully deal with change and how to be supportive when your loved ones want to change. Read books, seek support groups, or talk to a counselor about your relationship problems. These common relationship problems take some work to overcome, but being aware and open to change will go a long way. Rajendra.Deshpande. |
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[LeadersWorkshop] ~~.Employee .Retension..How Google is working on it..Newyork Times.
29 NOV, 2010, 03.48PM IST,NEW YORK TIMES How Google is working.~ .~ To retain its employees. NEW YORK: When a product manager at Google told his bosses this year that he was quitting to take a job at Facebook, they offered him a large raise. When he said it was not about the money, they told him he could have a promotion, work in a different area or even start his own company inside Google. He turned down all the inducements and joined Google's newest rival. "Google's gotten to be a lot bigger and slower-moving of a company," said the former manager, who would speak only anonymously to protect business relationships. "At Facebook, I could see how quickly I could get things done compared to Google." Google, which only 12 years ago was a scrappy startup in a garage, now finds itself viewed in Silicon Valley as the big, lumbering incumbent. Inside the company some of its best engineers are chafing under the growing bureaucracy and are leaving to start or work at smaller, nimbler companies. Recent departures include low-level engineers, product managers and prominent managers like Lars Rasmussen, who helped create Google Maps and Wave before he left for Facebook, and Omar Hamoui, the founder of AdMob who was vice president of mobile ads at Google and is now looking for his next project. At least 142 of Facebook's employees came from Google. Corporate sclerosis is a problem for all companies as they grow. But a hardening of the bureaucracy and a slower pace of work is even more perceptible in Silicon Valley, where companies grow at Internet speed and pride themselves on constant innovation – and where the most talented people are often those with the most entrepreneurial drive. Much of Silicon Valley's innovation comes about as engineers leave companies to start their own. For Google, which in five years has grown to 23,000 employees from 5,000 and to $23.7 billion in revenue from $3.2 billion, the risk is that it will miss the best people and the next great idea. "It's a short step from scale to sclerosis," said Daniel H. Pink, an author and analyst on the workplace. "It becomes a more acute problem in Silicon Valley, where in a couple years, you could have some competitor in a garage ready to put you out entirely." Google's chief executive, Eric E. Schmidt, says that people who think Google faces brain drain are "fundamentally wrong." The company's attrition rate for people it wished would stay has been constant for seven years, he said. Nevertheless, Google's maturation worries him. "There was a time when three people at Google could build a world-class product and deliver it, and it is gone," Schmidt said. "So I think it's absolutely harder to get things out the door. That's probably our biggest strategic issue." As a result, Google is taking aggressive steps to retain employees, particularly those with startup ambitions. Google has given several engineers who said they were leaving to start new companies the chance to start them within Google. They work independently and can recruit other engineers and use Google's resources, like its code base and servers, according to half a dozen employees. -- Shared for Educational purpose by- Rajendra.Deshpande. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ |
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[LeadersWorkshop] Fwd: ~~~..Problem of Plenty - simply Laugh over
Problem of Plenty - simply Laugh over |
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[LeadersWorkshop] ~~.Winning ways in Mngmnt..Newyork Times Article..
WINNING WAYS IN MANAGEMENT It's time Q: What are your thoughts about European business right now? --Oliverstoldt, A: We don't get why European consumers are flying over to the Yes, just last week, the Belgian brewer in Bev Made, $46 billion bid for Anheuser –Busch, and there have been smaller deals. But the relative paucity of European acquisitions in the What's going on? The lack of available credit is one factor: Most European banks don't look that different from their American counterparts. But last week, during meetings with executives in the By contrast, the Brics – When it comes to brics, we're not just talking about the usual GDP stats, which show china growth up 11 per cent in 2007 and At the same time, India'sfinancial services and technology industries are adding tens of thousands of jobs a week. No wonder Any dope can do the former. All it takes is squeezing everyone and everything you've got. The same goes for the latter. Just tell everyone to bug off – you're envisioning the future. But the real challenge of leadership is balancing today's needs with tomorrow's opportunities. Over-focused It seems to us that too many European businesses might be over-focusing on the dreaming part. Growth is great. But in your entery to such markets, it can be hard to eat. Some Bricacquisitions might be profitable right away, but many won't be, and it often takes years for de novo startups in china and in Meanwhile, the With US equity prices down, Europeans, armed with their currency advantage, could make American acquisitions today and feel the impact a lot sooner and surer than "elsewhere". We're not suggesting that the European investment focus on the Brics is wrong or that acquisition activity in the
----- The New York Times News Service.
Rajendra.Deshpande. Trainer. |
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[LeadersWorkshop] ~~~~~...Be Open to Learn.
WHY LEARNING IS AN ACT OF COURAGE. The best leaders love to learn. And the greatest organizations are learning enterprises – places where ideas are the currency of success. Yet, so many amongst us resist learning and embracing the new ideas that change brings with it. The deeper question is why? What I've realized, as I travel across the world helping people Lead Without a Title, is that the very act of learning something new means you must also disrupt your thinking of yesterday. To accept or even just to entertain a new idea means you must leave the safety of your former way of perceiving the world and open up to something foreign. And that means you'd have to leave the protection of your comfort zone/Safe Harbor of The Known and sail out into the unknown – even for just a moment. The unknown is a pretty scary place for most people. Ordinary people get threatened there. Victims get frightened there. And so the average person in business (and within life) avoids learning and exposing themselves to any idea or influence that might cause them to have to rethink the way they think and re-behave the way they have always behaved. But the fascinating paradox is that trying to avoid new ideas to stay safe is actually enormously dangerous – and infused with risk. On the other hand, those who make the choice to Lead Without a Title have a lust to learn. They remain blindingly curious. They read books daily. They drink coffee with brilliant people. They have long conversations with role models whose ideas provoke/challenge/irritate them. Real leaders truly get that learning and ideation is the fuel of life. And that all it takes is a single idea to change the game at work (and rescript the story that is your life). Sure they too feel uncomfortable or even scared when faced with an idea that confronts their most closely cherished beliefs. But they understand that to resist the idea is to resist growth. As well as their next level of Mastery+Progress+Leadership. And so they move forward. Into an uncertain yet gorgeously exciting future. - Robin Sharma, Renowned Author "The Monk Who Sold his Ferari" and other best sellers. Rajendra.Deshpande. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ |
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[LeadersWorkshop] Inspirational Leadership.......... [1 Attachment]
Attachment(s) from fayyaz
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[LeadersWorkshop] What to Do About a Poor Report Card? [1 Attachment]
What to Do About a Poor Report Card(Source: http://www.bhg.com/health-family/school/back-to-school/what-to-do-about-a-poor-report-card/)How to transform bad grades into a learning experience -- and into better results. Stay calm! When your child brings home disappointing grades, don't panic, and don't lose your cool. Studies have shown that either reaction may mean worse grades in the future. Punishing the youngster won't work either, nor will offering rewards for good grades, or just expressing nonchalance, as in "Well, you'll do better next time." What has been found to help is a low-key, reasoned approach that includes getting to the root of the problem, working with the child's teachers to provide necessary support, and a constant emphasis on the positive. Talk about it. If this is the first time the child has come home with poor grades, then perhaps all that's necessary is to have a "heart to heart" with the child. During this conversation, talk about what each of you expect, make note of the youngster's known abilities, and offer to help overcome the problem. A pattern of poor grades in tests or homework signals a need to talk to the child's teachers. Request a conference right away. Try to reach a consensus on the question: "Why is Jane (or John) not making grades any better than these?" It could be that the child isn't capable of better grades, in which case you may have to adjust your expectations. The youngster may need remedial help or may need to be reassigned to classes that aren't as demanding. Evaluate each situation. The causes of bad grades also may change from one year to the next. When Eric, the oldest in his family, entered the second grade his grades took a sharp, sudden turn for the worse. By talking with his teacher, his parents learned that his first grade experience had been inadequate. The problem was solved by hiring a tutor to work with him after school two afternoons a week. In the fifth grade, his grades went down again. This time, his teachers said that Eric was simply "paying too much attention to his social life and not enough to his studies." In discussing the problem with Eric, his parents made sure he knew that his teachers had many more good things than bad to say about him. His folks got a lot more mileage out of making him feel like a success rather than trying to make him feel guilty for having let them down with his grades. Then his parents made him responsible for his school work. He brought home a teacher's note each week updating them on the progress of his school work. No progress (or no note) meant that he would have to stay inside until the following Friday. In effect, the parents handed responsibility for the problem over to Eric, its rightful owner, and said, "Take your choice -- freedom or no freedom, it's up to you." The two episodes with Eric are examples of similar problems with dissimilar causes and solutions. Each time a problem arises, be sure you reevaluate the possible cause, rather than trying to implement the same solution that worked before. Showing respect for how your child has changed and grown is a better way to get his or her cooperation and than by tring to force an answer that no longer fits the problem. For more details and innovative tools and techniques to handle children and their issues, attend OMI's scientific, fun filled 1 Day workshop on Parenting.
Attached is a brochure to enable you to get a detail insight into the workshop.
Shoba P K |
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