Don't Forget to Manage When

The distinction between leading and managing is a subject of ongoing debate. Leading is often characterized as the more glamorous job: leaders guide, influence, and inspire their people while managers implement ideas and get things done. But leaders who focus exclusively on coming up with big, vague ideas for others to implement can become disconnected from their team or organization. Avoid being a "big-picture only" leader. Make decisions and develop strategies that take into account the real-world constraints of cost and time. Stay involved with the details of implementation. Sure it's easier to come up with ideas and tell others to make them so, but you also need to roll up your sleeves and understand what it takes to make those ideas a reality

3 Ways to Leverage Your Best People

Too often managers unintentionally hinder or discourage their star performers. This counter-productive behavior is not ill-intended. It's often because the manager isn't sure how to motivate someone who is so exceptionally talented. If you are lucky enough to have such high-performers on your team, try these three things to make the most of them:

Push them to the next level. Stretch and challenge stars. Find out what they are good at and what they need to learn and craft assignments accordingly.

Let them shine. Don't hide your stars. Give them visibility. Let others know what they are doing. When they look good, you do too.

Let them go. Top performers need room to grow. If it makes sense for their development, let them move on.

3 Ways to Cultivate Your Brain

Studies have shown that a good memory helps you better navigate the future. And in business, anticipating and negotiating future demands is an asset. A proactive brain uses details from past experiences to make analogies with your current surroundings. It then helps you determine where you are and envision future possibilities. We are all born with proactive brains, but these three things can help improve brain performance:

Give it a lot to work with. Create a richer pool of information to draw from. Expose your brain to diverse experiences and situations.

Borrow from others. Find out as much as you can about others' experiences by talking, interacting with, and reading about other peoples' lives.

Let your mind wander. Undisturbed time gives your brain the space it needs to recall and recombine past experiences in ways that help you anticipate the future.

Handle Distractions by Doing Nothing

How often does your day go according to plan? If you're like most people, your day is full of interruptions, distractions, and even surprises.. Some of those twists and turns require you to react and adjust, but sometimes the best response is to do nothing. Otherwise, you can get wrapped up in trying to manage the distractions instead of letting them pass. For example, if someone interrupts you, it takes less time and energy to let him finish than it does to confront him about his rude behavior. This of course requires patience and restraint. Next time things don't go according to plan, before you jump out of your chair to react, take a deep breath and ask yourself whether it might save you time to do nothing at all

2 Ways to Make the Most of a Crisis

Spectacular feats seem to happen in a crisis: people step up, productivity increases, and politics and red tape take a back seat. Unfortunately, this type of energy can't be sustained once the crisis dissipates. But, there are important lessons to take from this elevated mode of operation. Next time your organization has an emergency, do these two things:

1.Hold a post-crisis clinic. Ask everyone who was involved in the response what happened differently and why. Help people identify the new ways of working they adapted.

2.Focus the energy on a critical initiative. Ask people to apply the energy and dedication they mustered in the crisis to a stretch goal that you want to achieve in 100 days or less. This will help you determine which new ways of working are sustainable and can be integrated into a more routine way of doing business..

Involve Customers in Product Creation

The best way to get your customers excited by your product or service is to involve them in creating it. Instead of offering them what you think they need, ask them to help you design what they want. If you are a consultant, design the project with your clients, not for them. Leverage their deep knowledge about the company culture and personality. If you are in the business of selling products, hold an online contest to bring customer design ideas to the table. Customers who have a stake in the development process are far more likely to feel pride of ownership and be happy with the end product.

3 Ways to Identify Your Unique Skills

All of us have at least one disruptive skill — a capability that we are uniquely good at that sets us apart from others. You may have been honing yours for years, or you may be so innately good at it that you don't even notice it. Here are three ways to identify your unique skill:

1. Watch your reflexes. You may instinctively do what you're good at without even noticing. Ask yourself: when I feel most successful or invigorated, what am I doing?

2.Look for confluences. A distinct skill may not be one thing, but an unusual intersection of ordinary proficiencies.

3. Listen to compliments. Peers, managers, direct reports, and even spouses are often good mirrors of your inherent strengths. Don't habitually dismiss compliments, but mine them for your unique skills.

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How to crack a GD?

A group discussion is mainly a method of screening candidates, specially for educational institutes and fresher jobs. The idea is to assess the candidate on basis of speech, communication skills, ideas and personality. While an interview also helps to assess all of this, a GD is different as it indicates the ability of the candidate to talk and perform within a larger group. Clearly, those who outshine others in a group are the ones who taste success.

So what are the skills observed in a GD?

• Your communication skills

• Your behaviour and interaction within the group

• How you observe and listen

• How you deal with the topic, subject knowledge vis-à-vis general knowledge

• How you put forward your view

• Your decision making ability

• Your problem solving and critical thinking ability

• Whether you can come up with out-of-the-box ideas

• Your open mindedness and analytical ability

• Your confidence and attitude

So, now that you know the parameters on which you’ll be judged, here are some tested sure-shot ways to crack a much-dreaded GD.

• Maintain eye contact while speaking: Not just with the evaluators but also team-members. This speaks of your confidence. (Also read: Managing your body language )

• Initiate the proceedings: Initiating a GD is a real big plus. But this is only when you’ve understood the topic really well and have good knowledge on it. Otherwise, speaking without proper cognition can create a bad impression.

• Speak clearly and sensibly: Always speak politely, clearly and sensibly using simple and suitable words. Show controlled aggression even in disagreement but no manifestation of anger. Be calm while expressing your emotions even if the topic is something you feel passionately about. Don’t speak just to increase your speaking time. Speak sensibly and as relevant to the topic at hand, without worrying about lesser speaking time.

• Keep the discussion on track: If by chance, the group distracts from the topic or goal and begins to diverge, take the initiative to bring the discussion back on track. You’ll certainly be noticed then. This shows your power to lead and stay focussed on the discussion. Make group members aware that you’ve to come to a conclusion at the end of the discussion. So sticking to the topic is essential.

• Don’t give too much detail: Only some basic subject analysis is sufficient for you to succeed. There’s no need to mention the exact figures while giving any reference. Since there’s limited time, it’s vital that you’re precise and able to convey your thoughts in a simple way.

• Allow other group members to speak: Never interrupt someone when he/she’s speaking. Even if you don’t subscribe to their viewpoint, don’t butt in, snatching away their chance to speak. Rather make notes and clear the point when the person stops. Also make it a point to try and include members who are quiet, ask them to give their opinion too; as this shows you as a team leader.

• Be positive: Being positive is important and radiates confidence. Don’t be bossy and dominative emanating a negative body language. Always show your interest in the discussion. Positive gestures and body language will insure success. (Also read: Grow up with a positive attitude)

• Listen carefully: Speak less and listen more! This pays - even if you lack knowledge, you’ll be able to pick your points from the discussion. Pay attention to what the others are saying as that helps in framing a coherent discussion. Also it shows your team work abilities. That ways, you can also win over people.

• Dress formally: Never dress casually or to kill in a GD. Just plain comfortable clothing, formal off course.

To succeed in a GD, remember the two essential diktats that a GD is used for mass elimination and that its selection criteria are based on the company/institute requirements. Students, job hunters, however, are advised to read a lot of newspapers and magazines to be aware of the current events and happenings. This also guarantees success.

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5 stress management tips

The times are bad. Recession has hit the economy and everyone everywhere is talking about layoffs, job cuts, cost cutting, increasing productivity etc. It is natural to feel stressed under these conditions. But stress will not deliver results. It affects health and ultimately your work. You will have to get rid of stress and be prepared to take on the difficult times. Here are a couple of tips that may be of help in managing stress:

• Prioritise your health and family: First and foremost, remember, you can get a new job, but restoring health is very difficult. So, instead of getting worked up thinking about your work conditions, perform your best and remember that it is the only thing you can do. Spend your time and energy taking care of your health and family.

• Talk to your supervisor: If the situation at work is getting out of hand, talk to your supervisor about it. Tell him/her that the stress is getting to you and you need help. A proper redistribution of work may just solve the issue.

• Talk to friends/family: The best way to conquer any problem is sharing it with trusted friends and family. It helps you lighten the burden you are carrying in your head and heart and helps you relax. Moreover, they may be in a condition to suggest something that just might work for you.

• Make friends at work: Since we spend a large part of our life working, it is always good to have someone to share your feelings within the office. These colleagues can double as your support system, when required. Moreover, being at the same workplace, they are better placed than anyone else to understand what you are going through. Even the suggestions they give maybe practical and useful.

• Find time for yourself: However bad the work conditions are, ensure that you get time to do something you enjoy doing. It could include listening to music, playing a game or pursuing a hobby. It helps you relax and takes your mind away from work pressure, giving you energy and calm that helps you think better.

Remember - nobody is perfect. Working extra hours or taking unnecessary stress is neither going to improve the situation nor make you a better performer. Be a rational and positive thinker. Be realistic with your expectations and try to find happiness in small things. Don't let stress take over your calm, balanced and happy mind.

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Corruption - A way of life in India

Corruption - A way of life in India

A. Raja and others accused in the 2G spectrum “scam” have tended to be rescued somewhat by the complexity of the nature of the scam. But with the CAG reported to be talking of lakhs of crores and with 3G now on its way, it’s becoming a little easier to contextualise and comprehend the Raja case. So, with the Tamil Nadu assembly elections merely months away, how could “corruption” play out?

Last November, five Rajasthan state MLAs, in a rare display of bipartisan bonhomie from both the Congress and the BJP, blocked the Alwar highway, to protest against government and civil society efforts to audit the NREGA payments. An FIR was lodged against the MLAs, but the audit was made very difficult. Popular support was whipped up by sarpanchs against the auditors, by saying that the auditors were on their way to stall NREGA in the district, which is what they said would happen if irregularities were found. Citizens, apprehensive that whatever little was coming their way could also stop, were thereby brought on the side of the anti-audit wave. It's illustrative of why India, at a popular level, has sometimes demonstrated a politically ambivalent attitude to "corruption" as an issue.

The first corruption scandal to find its way to the floor of Parliament in 1958 was the scam of LIC buying selective shares, to rescue certain dodgy companies, not to benefit the corporation or the general public. It was raised in Parliament forcefully by Feroze Gandhi, the then PM's son-in-law, and politically secured the scalp of the finance minister. More importantly, a 24-day public inquiry by Justice M.C. Chagla established the malpractice and laid down new rules.

Over time, all parties that have held power at the Centre have had to bear the brunt of "scams" (Bofors, hawala, fodder, Taj corridor, petrol pump allotments, urea, Tehelka tapes, to name a few) that resulted in political banishing of the players involved, but otherwise little movement in bringing the matter to an appropriate close, let alone recovering public money.

Bofors was the one exception -- as the opposition parties rallied together with accusations of a kickback at the top rungs of government. That almost marked the apogee of the curve of public outrage over perceived wrongdoing -- ever since, nationally at least, corruption has not been seen as a political factor in itself.

Sun Knowledge Emerging Co of the Year in BPO

New Delhi: The economictimes.com BPO Industry Awards 2010 saw several emerging companies as well as established ones being rewarded for their achievements in the BPO industry.

The winners of the awards, which were divided in ten categories, included Sun Knowledge, which bagged the Emerging Company of the Year award, InTarvo Technologies as Domestic Company of the Year, Fidelity Information Services for Operational Excellence & Quality and Intelenet Global Services for the Technology Award in the domestic category. Another emerging company, Rural Shores, received recognition as Social Catalyst of the Year.

Among the big players, Genpact bagged the Technology Award in the International category and Wipro BPO, the business process outsourcing service line of Wipro Technologies bagged The Company of the Year in the International category award. Special jury awards were also given to Aparup Sengupta of Aegis BPO, who was chosen as CEO of the Year and David Andrews of Xchanging, who won the BPO Entrepreneur of the Year award.

The members of the jury included prominent industry leaders like Pradeep Gupta, chairman and managing director of CyberMedia, Raman Roy, chairman and managing director of Quatrro BPO Solutions (P) Ltd and T K Arun, Editor-Delhi, The Economic Times. The awards were held in association with QAI and were enabled by Curtains Up, and organization which creates neutral knowledge based platforms for India Inc.

Disclaimer: Business article.

ART OF MANAGEMENT

WHEN IT COMES TO ART AND MANAGEMENT,THE IDEA IS NOT TO TEACH ACTING,PAINTING OR SCULPTING, BUT RATHER ‘SEEING.’BERNARD RAMANANTSOA,DEAN,HEC PARIS,SHARES HIS THOUGHTS WITH TIRNA RAY ON THE EVENT OF THE BUSINESS SCHOOL’S NEW PARTNERSHIP WITH THE NATIONAL MUSEUM OF ASIAN ART GUIMET

IN a recent trend, post-recession, business curricula across the world are being tweaked and altered to draw elements from a cross-section of disciplines such as arts, music, history and philosophy. This new approach, feel experts in the field, will produce ‘Renaissance MBAs’ who are grounded and prepared to handle all kinds of adversities that might hit the market in the future.

According to Bernard Ramanantsoa, dean, HEC Paris, “There is most certainly a rise of ‘the renaissance MBA.’ It’s crucial that business school graduates have a clear understanding and appreciation of the complex links among social, environmental and business spheres. These leaders in training must look beyond short-term indicators to consider the broader, long-term implications of their business decisions.”

In keeping with the times, HEC Paris and the National Museum of Asian Art Guimet, France, have recently signed a three-year partnership agreement. The collaboration involves classes and seminars led by the museum speakers and curators and group work with a focus on the national exhibitions.

As to the need for this partnership, Ramanantsoa explains, “It was initiated to encourage HEC Paris students to experience the arts and traditions of the Asian and Oriental worlds with a new managerial and multi-cultural perspective. I’d like to quote Jacques Giès, president of the National Museum of Asian Art Guimet, who said that the ambition of the partnership is to open up the minds of future managers and create a wider understanding of Asia, a powerful and central, yet complex continent.”

Arguing that the current situation is as much a crisis of leadership as it is an economic crisis, Ramanantsoa says, leadership is neither an innate quality nor something taught in a classroom, but rather a skill that can be nurtured and strengthened in the right setting.

He further points out that there is a growing acceptance of the idea that the most effective business leaders of tomorrow will be people with a holistic approach to their jobs. “In the HEC Paris MSc programmes as well in the MBA programme, we propose to enrol our students in many classes on humanities and arts and sciences as well as management classes,” he informs.

Ramanantsoa adds that when it comes to art and management, the idea is not, of course, to teach acting, painting or sculpting but rather ‘seeing,’ and more generally, factoring in the soft skills that are important in business.

“By offering our students an opportunity to meet art and artists, we believe the resulting mix will produce business leaders who are able to see their decisions and actions in a wider context and, hopefully, with a more responsible and far-sighted approach,” he adds.

Disclaimer: Article from Times of India

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