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worldnews.rediffiland.com/
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The most important relationship you can have, is the one you have with yourself
One day all the employees reached the office and they
saw a big advice on the door on which it was written:
"Yesterday the
person who has been hindering your growth in this company passed away. We invite
you to join the funeral in the room that has been prepared in the gym".
In the beginning, they all got sad for the death of one of their
colleagues, but after a while they
started getting curious to know who was that man who hindered the growth of his
colleagues and the company itself.
The excitement in the gym was such that security agents
were ordered to control the crowd within the room.
The more people reached the coffin, the more the excitement heated up.
Everyone thought: "Who is this guy who was hindering my
progress? Well, at least he died!".
>
One by one the thrilled employees got closer to the
coffin, and when they looked inside
it they suddenly became speechless. They stood nearby the coffin, shocked and in silence, as if someone had touched the deepest part of their
soul.
There was a mirror inside the coffin: everyone who
looked inside it could see himself.
There was also a sign next to the mirror that said:
"There is only one person who is capable to
set limits to your growth: it is YOU.
You are the only person who can revolutionize your life.
You are the only person who can influence your happiness, your realization and your success. You are the only
person who can help yourself.
Your life does not change when your boss
changes, when your friends
change, when your parents
change, when your partner
changes, when your company changes.
Your life changes when YOU change,
when you go beyond your limiting beliefs, when you realize that you are the only one
responsible for your life.
"The most important relationship you can
have, is the one you have with
yourself"
Examine yourself, watch yourself. Don't be afraid of
difficulties, impossibilities and
losses: be a winner, build yourself
and your reality.
The world is like a mirror: it gives back to anyone the
reflection of the thoughts in which one has strongly believed.
The world and your reality are like mirrors laying in a
coffin, which show to any individual
the death of his divine capability to imagine and create his happiness and his
success.
It's the way you face Life that makes the difference
I recieved this writing in my mail box,I am sure you will like this.
Have a nice day!
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'Talking too much' is top job-interview mistake
Talking too much is the most common interview mistake that job candidates make,according to 36 percent of recruiters who completed the ninth edition of the quarterly Executive Recruiter Index, released by Korn/Ferry International, the premier global provider of executive search, outsourced recruiting andleadership development solutions. Other common mistakes cited by recruiters include lack of knowledge about the company or position (22 percent),over-inflated ego (16 percent) and appearing overly confident (9 percent).Additionally, more than six in ten (62 percent) recruiters agreed that anything more than one week is too long for a candidate to consider a formal job offer,with almost a third of them (29 percent) indicating that the appropriate amountof time is even shorter."Executive-level candidates are unquestionably more polished andsophisticated today than ever before, so it is remarkable how many basic interview etiquette mistakes are still made," said Charles Tseng, President,Korn/Ferry Asia Pacific. "Although small, these mistakes can often meanthe difference between getting the job and being passed over." The survey also examined various regional differences as they relate to job tenure. In both North America and EMEA (Europe, Middle East and Africa), recruiters agreed that two years is the minimum acceptable amount of time to stay with one employer. In South
America and Asia Pacific, however, one year is the minimum amount.The rapid pace of growth and hiring in these emerging regions is likely responsible for this difference.
When asked why executives leave companies after short periods of employment,bad cultural fit emerged as the leading reason in both South America and Asia Pacific, whereas responses were more mixed in North America and EMEA. Finally, recruiters worldwide agreed overwhelmingly (87 percent) that executives should disclose that they worked somewhere for a short amount of time, rather than omit the position from their
CV/resume.
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The quality of an individual is reflected in the standards they set for themselves
1) Project
Manager is a Person who thinks nine women can deliver a
baby in One month.
2) Developer is a Person who thinks it will take 18 months to deliver a baby.
3) Onsite Coordinator is one who thinks single woman can deliver nine
babies in one month.
4) Client is the one who doesn't know why he wants a baby.
5) Marketing Manager is a person who thinks he can deliver a baby even
if no man and woman are available.
6) Resource Optimization Team thinks they don't need a man or woman;
they'll produce a child with zero resources.
7) Documentation Team thinks they don't care whether the child is
delivered, they'll just document 9 months.
8) Quality Auditor is the person who is never happy with the PROCESS
to produce a baby
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Managers are the weakest link: 82% of PAs read confidential info sent to them by their bosses
Managers are jeopardising the security of company information by sending and exchanging unsecured confidential information in email sent to shared Inboxes. According to a survey released today, this results in 82% of personal assistants (PAs) reading confidential information in error.
These startling findings come from new research examining email behaviour among 300 senior PAs of 250 companies. The survey underlines that there is now no so such thing as a confidential email and bosses are putting their Personal Assistants (PAs) at risk by exposing them to sensitive data.
Conducted during 2006 by Mesmo, leading European consultants in email management and etiquette, the research examines who controls the email inbox in the PA/manager relationship and how their managers behave as email users.
The results highlight that although many executives manage their own email (often by remote devices such as a Blackberry) most hand over their inboxes to their PA when they are out of the office or in meetings. Half (50%) of very IT savvy (Gold) managers leave the inbox entirely in the control of their PA, closely followed by 40% of IT confident (Silver) users and a massive 75% of basic IT users (Bronze).
Managing Partner and founder of Mesmo, Monica Seeley, commenting on the survey at a recent email best practise workshop for PAs of FTSE companies in the UK, said: “With proper guidelines and training, shared inboxes need not be a problem. But human error is creating real security breaches.”
She explains that although these PAs have been given permission to manage their bosses’ inbox, they are receiving confidential material as open documents rather than password protected attachments. Indeed only 15% of companies have a policy regarding confidentiality. “Too many companies think that putting a confidentiality notice at the foot of an email protects them. By the time most people see the notice it has already been read. Similarly, putting ‘confidential’ in the subject line will not keep the contents secure if the recipient has their reading preview pane open.”
The survey shows that almost all senior executives jeopardise email security from time to time. But it is the ‘Silver’ users who are the worst offenders. These are confident IT users who share their inbox with their PA. They send or exchange confidential materials in emails without password protecting or encrypting them.
These Silver level executives also download company material – often highly confidential and commercially sensitive information onto memory sticks, or iPods – which are all too easily lost or copied. Results identified that even in companies with a policy, 9% of managers are still downloading material and even 13% of PAs admitted to downloading onto memory sticks to give confidential materials to their bosses or for them to work from home.
Although the survey showed that the majority of companies have ‘Acceptable User’ (AU) policies for the Internet, only a third provide proper email guidance. Even fewer keep them up to date or actively enforce them. Similarly, although (51%) of companies have a formal procedure in place regarding shared inboxes, 82% of assistants admit to reading confidential information in error.
Mesmo is calling for companies to develop a new procedure for managing joint in-boxes safely both for the protection of the PA, the manager and the security of the company. She recommends that an email charter on confidentiality is not only agreed and communicated to all staff but that measures are taken to ensure that all staff comply with the charter.
Underlining the need for this approach, Mesmo’s, Monica Seeley said that a smaller piece of research she had just completed showed that over a quarter (28%) of the companies surveyed have had to defend themselves from litigation as a result of careless email. In the same sample, 29% of companies admit to having email policies of some sort but none of them had undertaken any national education or training of their workforce.
Confidential information sent in emails is now commonplace. Most organisations have policies to prevent general breaches of confidentiality but not enough is being done at the personal level. Whiles PAs may be guilty of reading confidential material, it is their managers and senior bosses who are the weakest link because they disseminate confidential material without adequate security protection.
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Icrease the perfonrmance of your employees, manager need to establish his credibility
In our company we are all waiting for a manager who can perform better and it will benefit the organization in the form of improved results. Increased performance, what I meant will also mean better performance in less time. In other words increased efficiency overall.
I Human beings possess immense capacity to perform. What is seen is only a minute portion of the capacity they actually possess. To this end, managers need to learn the art of increasing potential of their employees.
According to my opinion to icrease the perfonrmance of your employees, manager need to establish his credibility, set and communicate goals and expectations, give feedback on performance and facilitate work, know leadership skills, motivate, built morale and attend to interpersonal relations. In sum, a manager needs to look into every little aspect of his organization.
I can’t advice our manager, but I can express and share my opinion to those requires,
• Don’t be afraid to make mistakes – all good leaders do. As you master your defeats, you’ll become a better coach
• Take time to establish your credibility, without it, people wont accept you as their coach and leader.
• Have regular, focused meetings regarding the projects for which you are responsible.
• Provide workers with open, direct and immediate feedback on their actual performance as compared to expected performance and they will tend to correct their own deficiencies.
• Don’t be deceived by cheerleaders. Their incessant attempts to flatter are meant to keep your attention away from their poor productivity. Understand that all people are motivated. But they are motivated for their own reasons, so you need to get to know them- and well |
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Motivation is getting somebody to do something because they want to do it
It was once assumed that motivation had to be injected from outside, but it is now understood, that everyone is motivated by several, differing forces.
Avoid delays. They make people lose interest and make them lethargic.Achievement motivation is the drive to pursue and attain goals. An individual with achievement motivation wishes to achieve objectives and advance up the ladder of success.Affiliation motivation is a drive to relate people on a social basis. A person with affiliation motivation performs work better when they are complimented for their favorable attitudes and cooperation. Competence motivation is the drive to be good at something, allowing an individual to perform high quality work. Competence motivated people seek job mastery, take pride in developing and using their problem-solving skills and strive to innovate when confronted with obstacles. They learn from their experience.Power motivation is the drive to influence people and change situations. Power motivated people wish to create an impact in their organization and are willing to take calculated risks to do so.Attitude motivation is how people think and feel. It is their self confidence, belief in themselves and attitude.Incentive motivation is where a person or a team reaps an award for performing an activity. It is a-- you do this and you get that --sort attitude. It is the types of awards and prizes that drive people to work a little harder in life.
Fear motivation and coercion are acts against the will of a person. It is instantaneous and gets the job done quickly, but helpful only for a short time. Where a workforce is self motivated, just the acknowledgement of the same makes people feel important and wanted. Motivation requires recognition. Seeing ourselves progressing motivates us.
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Motivation is to inspire people to work individually or in groups, such as to produce the best of results
 Human beings possess capacity to perform and reach new heights. This capacity lies latent, unless motivation triggers their will and enthusiasm to make use of their capacity and accomplish a particular task.
- The art of motivation starts by learning how to influence the behavior of an individual. This understanding helps to achieve both individual as well as organizational objectives.
- Motivation is a powerful tool in the hands of leaders. It can persuade, convince and propel people to act. Nearly all conscious behavior of human being is motivated. If you understand what motivates people you have at your command the most powerful tools for dealing with them.
- The concept of motivation is situational and its level varies in different individuals at different times. It is a general tendency to believe that motivation is a personal trait of every individual. Some people have it and other don’t. In practice some are labeled lazy because they do not display any outward sign of motivation. However individuals differ in their basic motivation dives. Motivation depends upon the areas of interest of people.
- A manager requires to creat and maintains an environment in which individuals work together in groups towards the accomplishment of common objectives.
- A manager cannot do a job without knowing what motivates people. The building of motivating factors into organizational roles, the staffing of these roles and the entire process of leading people must be built on sound knowledge of motivation.
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If Your Team is confused or conflicting or tense, it is a sign of failing Delegation
 Managers need to specify the constraints under which tasks will be performed. Every organization has rules and procedures, resource constraints and boundaries that limit the kind of action that can be taken. These should be made clear at the time of delegation of a task.
Managers must also specify precisely the level of initiative expected. No other oversight in the delegation process can cause more confusion than the failure to delineate clearly the expectations and the level of initiative expected or permitted.
- When you delegate, don’t shift the blame or take the credit.
- Unless you delegate tasks to your subordinates, your team will become inefficient and demoralized.
- Executives not only use all the brains they have, but also all they can borrow. If your team is confused or conflicting or tense, it is a sign of failing delegation
- Good delegation leads to higher efficiency. A clever man is the tool with which bad men work. Effective delegation leads to increased motivation. Sensible delegation develops the skills of your team.
- Some aspects of leadership are sensitive and should not be delegated. These include hiring, firing, pay issues and policy-making.
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It is never a sign of weakness when a man in high position delegates authority
 One can’t make oneself, but one can some times help a little in the making of somebody else. It is never a sign of weakness when a man in high position delegates authority. On the contrary, it is a sign of his strength and of his capacity to deserve success. Before you jump in to solve a problem, ask an employee for a solution. Say what do you think we should do? Suspect a director who says that he can afford to be away from the office only for a week at a time. This generally means either that he is a frightened man or else that he is thoroughly inefficient and incapable of delegation. Delegation is necessary. It is not possible for a single person to handle all the tasks in an enterprise. More over, the task of the manager is not to do all the work on his own, but to get the work done by other members in the organization. There is a limit to the number of persons a manager can supervise. Once this limit is crossed, authority needs to be delegated to subordinates. Authority gets delegated when a superior gives a subordinate the discretion to make decisions. The important decision for a manager is to decide when to perform tasks on his own. While delegating, question whether the subordinates share with management the same set of common values and perspectives? If any of these questions remain unanswered, the probability is that greater delegation will not be effective. Allow others to make mistakes. Use others brains for your own gains. A responsible manager usually keeps an eye on the activities of his subordinates and does not allow such mistakes as would endanger either the company or the position of the subordinate in the company. Yet it is true that people learn from their mistakes. Delegation is a key aspect of leadership. |
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The surest way for an executive to kill himself is to refuse to learn how and when and to whom to delegate the work
 * A strong leader knows that if he develops his associates, he will be ever stronger. One should not make use of others mouth, unless it has been lent to you.
* The most successful manager’s aim at making themselves unnecessary to their staff. Do pleasant things yourself, but unpleasant things through others.
* Unless the executive establishes priorities for the things he is to do himself, he will not delegate responsibility properly because he will never know what to delegate. Show that you believe in the delegate’s ability to do the job. Your faith provides a force that will help the person succeed.
* Make sure you let others know that you have let employee loose on a job. Then they won’t question her authority.
* He who makes great demands upon himself is naturally inclined to make great demands on others.
* Divided duties are seldom split in the middle.
* The great trouble today is that there are too many people looking for someone else to do something for them. The solution of most of the world’s trouble is to be found in every one doing something for him.
* You can get almost everything accomplished if you don’t mind who gets the credit.
* Rewrite job descriptions when business conditions change. Everyone must be flexible to stay competitive.
* Back up the authority you’ve granted a worker, especially to jealous co-workers, and also to those in other departments. |
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