Blog Archive

Easy and Difficult - Some Refreshers


Easy is to judge the mistakes of others
Difficult is to recognize our own mistakes

Easy is to talk without thinking
Difficult is to refrain the tongue


Easy is to hurt someone who loves us.
Difficult is to heal the wound...

Easy is to forgive others
Difficult is to ask for forgiveness

Easy is to set rules.
Difficult is to follow them...

Easy is to dream every night.
Difficult is to fight for a dream...

Easy is to show victory.
Difficult is to assume defeat with dignity...




Easy is to stumble with a stone.
Difficult is to get up...

Easy is to enjoy life every day.
Difficult to give its real value...

Easy is to promise something to someone.
Difficult is to fulfill that promise...

Easy is to say we love.
Difficult is to show it every day...

Easy is to criticize others.
Difficult is to improve oneself...

Easy is to make mistakes.
Difficult is to learn from them...

Easy is to weep for a lost love.
Difficult is to take care of it so not to lose it.

Easy is to think about improving.
Difficult is to stop thinking it and put it into action...

Easy is to think bad of others
Difficult is to give them the benefit of the doubt...

Easy is to receive
Difficult is to give

Easy to read this
Difficult to follow

Easy is keep the friendship with words
Difficult is to keep it with meanings
 

M Junaid Tahir
www.DailyTenMinutes.com
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ISO 9000 Certification Overview

The ISO 9000 family of standards relate to quality management systems and are designed to help organizations ensure they meet the needs of customers and other stakeholders. The standards are published by ISO, the International Organization for Standardization and available through National standards bodies.

ISO 9000 deals with the fundamentals of quality management systems, including the eight management principles  on which the family of standards is based. ISO 9001 deals with the requirements that organizations wishing to meet the standard have to meet.

The standard specifies six compulsory documents:

Control of Documents (4.2.3)
Control of Records (4.2.4)
Internal Audits (8.2.2)
Control of Nonconforming Product / Service (8.3)
Corrective Action (8.5.2)
Preventive Action (8.5.3)

In addition to these, ISO 9001:2008 requires a quality policy and Quality Manual (which may or may not include the above documents).

Summary of ISO 9001:2008 in informal language

The quality policy is a formal statement from management, closely linked to the business and marketing plan and to customer needs. The quality policy is understood and followed at all levels and by all employees. Each employee needs measurable objectives to work towards.

Decisions about the quality system are made based on recorded data and the system is regularly audited and evaluated for conformance and effectiveness.

Records should show how and where raw materials and products were processed, to allow products and problems to be traced to the source.

The business needs to determine customer requirements and create systems for communicating with customers about product information, inquiries, contracts, orders, feedback and complaints.

When developing new products, the business needs to plan the stages of development, with appropriate testing at each stage. It must test and document whether the product meets design requirements, regulatory requirements and user needs.

The business needs to regularly review performance through internal audits and meetings. Determine whether the quality system is working and what improvements can be made. It must deal with past problems and potential problems. It must keep records of these activities and the resulting decisions, and monitor their effectiveness. 
It needs a documented procedure for internal audits.

The business needs documented procedures for dealing with actual and potential non-conformances (problems involving suppliers or customers, or internal problems). It must make sure no one uses bad product, determine what to do with bad product, deal with the root cause of the problem seeking and keep records to use as a tool to improve the system.


2000 version

ISO 9001:2000 combines the three standards 9001, 9002, and 9003 into one, called 9001. Design and development procedures are required only if a company does in fact engage in the creation of new products. The 2000 version sought to make a radical change in thinking by actually placing the concept of process management front and center ("Process management" was the monitoring and optimizing of a company's tasks and activities, instead of just inspecting the final product). The 2000 version also demands involvement by upper executives, in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal is to improve effectiveness via process performance metrics — numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction were made explicit.

The ISO 9000 standard is continually being revised by standing technical committees and advisory groups, who receive feedback from those professionals who are implementing the standard.[1]

ISO 9001:2008 only introduces clarifications to the existing requirements of ISO 9001:2000 and some changes intended to improve consistency with ISO 14001:2004. There are no new requirements. Explanation of changes in ISO 9001:2008. A quality management system being upgraded just needs to be checked to see if it is following the clarifications introduced in the amended version.

Certification

ISO does not itself certify organizations. Many countries have formed accreditation bodies to authorize certification bodies, which audit organizations applying for ISO 9001 compliance certification. Although commonly referred to as ISO 9000:2000 certification, the actual standard to which an organization's quality management can be certified is ISO 9001:2008. Both the accreditation bodies and the certification bodies charge fees for their services. The various accreditation bodies have mutual agreements with each other to ensure that certificates issued by one of the Accredited Certification Bodies (CB) are accepted worldwide.

The applying organization is assessed based on an extensive sample of its sites, functions, products, services and processes; a list of problems ("action requests" or "non-compliance") is made known to the management. If there are no major problems on this list, or after it receives a satisfactory improvement plan from the management showing how any problems will be resolved, the certification body will issue an ISO 9001 certificate for each geographical site it has visited.

An ISO certificate is not a once-and-for-all award, but must be renewed at regular intervals recommended by the certification body, usually around three years. There are no grades of competence within ISO 9001: either a company is certified (meaning that it is committed to the method and model of quality management described in the standard), or it is not. In this respect, it contrasts with measurement-based quality systems such as the Capability Maturity Model.

Auditing

Two types of auditing are required to become registered to the standard: auditing by an external certification body (external audit) and audits by internal staff trained for this process (internal audits). The aim is a continual process of review and assessment, to verify that the system is working as it's supposed to, find out where it can improve and to correct or prevent problems identified. It is considered healthier for internal auditors to audit outside their usual management line, so as to bring a degree of independence to their judgments.

Under the 1994 standard, the auditing process could be adequately addressed by performing "compliance auditing":

Tell me what you do (describe the business process)
Show me where it says that (reference the procedure manuals)
Prove that this is what happened (exhibit evidence in documented records)

The 2000 standard uses a different approach. Auditors are expected to go beyond mere auditing for rote "compliance" by focusing on risk, status and importance. This means they are expected to make more judgments on what is effective, rather than merely adhering to what is formally prescribed. The difference from the previous standard can be explained thus:

Under the 1994 version, the question was broadly "Are you doing what the manual says you should be doing?", whereas under the 2000 version, the question is more specific "Will this process help you achieve your stated objectives? Is it a good process or is there a way to do it better?"

Effectiveness

The debate on the effectiveness of ISO 9000 commonly centers on the following questions:

Are the quality principles in ISO 9001:2000 of value? (Note that the version date is important: in the 2000 version ISO attempted to address many concerns and criticisms of ISO 9000:1994).
Does it help to implement an ISO 9001:2000 compliant quality management system?
Does it help to obtain ISO 9001:2000 certification?

Effectiveness of the ISO system being implemented depends on a number of factors, the most significant of which are:

1- Commitment of Senior Management to monitor, control, and improve quality. Organizations that implement an ISO system without this desire and commitment, often take the cheapest road to get a certificate on the wall and ignore problem areas uncovered in the audits.

2- How well the ISO system integrates into their business practices. Many organizations that implement ISO try to make their system fit into a cookie-cutter quality manual rather than create a manual that documents existing practices and only adds new processes to meet the ISO standard when necessary.

3- How well the ISO system focuses on improving the customer experience. The broadest definition of quality is "Whatever the customer perceives good quality to be". This means that you don't necessarily have to make a product that never fails, some customers will have a higher tolerance for product failures if they always receive shipments on-time, or some other dimension of customer service. Your ISO system should take into account all areas of the customer experience, the industry expectations, and seek to improve them on a continual basis. This means taking into account all processes that deal with the three stakeholders (your customers, your suppliers, and your organization), only then will you be able to sustain improvements in your customer experience.

4- How well the auditor finds and communicates areas of improvement. While ISO auditors may not provide consulting to the clients they audit, there is the potential for auditors to point out areas of improvement. Many auditors simply rely on submitting reports that indicate compliance or non-compliance with the appropriate section of the standard, however, to most executives, this is like speaking a foreign language. Auditors that can clearly identify and communicate areas of improvement in language and terms executive management understands allows the companies they audit to act on improvement initiatives. When management doesn't understand why they were non-compliant and the business implications, they simply ignore the reports and focus on what they do understand.

Advantages

Create a more efficient, effective operation
Increase customer satisfaction and retention
Reduce audits
Enhance marketing
Improve employee motivation, awareness, and morale
Promote international trade
Increases profit
Reduce waste and increases productivity
.

Problems

A common criticism of ISO 9001 is the amount of money, time and paperwork required for registration.[25] According to Barnes, "Opponents claim that it is only for documentation. Proponents believe that if a company has documented its quality systems, then most of the paperwork has already been completed."[26]

ISO 9001 is not in any way an indication that products produced using its certified systems are any good. A company can intend to produce a poor quality product and providing it does so consistently and with the proper documentation can put an ISO 9001 stamp on it. According to Seddon, ISO 9001 promotes specification, control, and procedures rather than understanding and improvement.[27][28] Wade argues that ISO 9000 is effective as a guideline, but that promoting it as a standard "helps to mislead companies into thinking that certification means better quality, ... [undermining] the need for an organization to set its own quality standards." [29] Paraphrased, Wade's argument is that reliance on the specifications of ISO 9001 does not guarantee a successful quality system.

While internationally recognized, most US consumers are not aware of ISO 9000 and it holds no relevance to them. The added cost to certify and then maintain certification may not be justified if product end users do not require ISO 9000. The cost can actually put a company at a competitive disadvantage when competing against a non ISO 9000 certified company.

The standard is seen as especially prone to failure when a company is interested in certification before quality.[27] Certifications are in fact often based on customer contractual requirements rather than a desire to actually improve quality.[26][30] "If you just want the certificate on the wall, chances are, you will create a paper system that doesn't have much to do with the way you actually run your business," said ISO's Roger Frost.[30] Certification by an independent auditor is often seen as the problem area, and according to Barnes, "has become a vehicle to increase consulting services." [26] In fact, ISO itself advises that ISO 9001 can be implemented without certification, simply for the quality benefits that can be achieved.[31]

Another problem reported is the competition among the numerous certifying bodies, leading to a softer approach to the defects noticed in the operation of the Quality System of a firm.

Abrahamson[32] argued that fashionable management discourse such as Quality Circles tends to follow a lifecycle in the form of a bell curve, possibly indicating a management fad.


source: Wikipedia

M Junaid Tahir
     

Great Use of 200 Ruppees

By Junaid Tahir:
While driving back home I found 200 rupees (~2 USD or ~ 8 AED) in my car's dashboard.  I thought that most of the time I don't really care how much money is in the dashboard or in my laptop bag or in my home drawer. The reason for this probably is that usually the amount is so less that it does not grab my attention at all. However very next moment I thought that this small cash can definitely make a BIG difference in someone's life. For example:
1-    Buying 3 times meals for a person or one time meal/flour for a small family remembering the fact that there are hundreds and thousands of families who cannot afford to have 3 meals a day.
2-   Buying a small blanket/sheet or a pillow for a poor who can sleep properly or by buying a sweater for a poor to keep him warm in the winter season while we enjoy warm heaters inside our homes.
3-   Giving this amount to a hospital to support their free medical services.
4-   Giving this amount to cover half day electricity bill for an orphan house.
5-   Taking responsibility for the monthly education fee for one orphan or poor kid.  





Well, we can think of many other genuine causes to spend such a minor amount in order to make BIG Difference in our society, especially considering the fact that millions of families are living below the poverty line around us or in this world. I personally think that if we don't ponder like this then we have quite a cruel attitude towards our society. So I urge all of you to find a good reason to spend your money instead of keeping the money in your car dashboards, home drawers or laptop bags. Never under estimate your little efforts. Remember that services to the society is the tax we must pay for living in this world and indeed this is one of the ways to thank God Almighty for the blessings He has showered upon you and your loved ones.

So in summary here is how you can be an effective member of humanity: a) by spending small amounts for social causes. b) by allocating 5% of your earning for feeding poor and supporting social causes c) Sharing this article on Facebook, Google Plus, Twitter and/or forwarding to your family, friends and colleagues to generate the ripple effect and spread awareness.  


Similar Articles you may like:


About Author: Junaid Tahir, a Project Manager and a passionate blogger writes articles on Stress Management, Leadership and Life Enhancement subjects. His articles can be read Here


If You Want to be Strong

If you want to be strong, be patient, thoughtful and understanding. Anyone can be rude, but it takes real strength to be kind and polite.
 
If you want to be strong, be persistent. Enduring strength does not come in an instant, but is steadily built over time.

If you want to be strong, get in the habit of taking action. The strongest people are those who act while others only talk or wish.

If you want to be strong, be humble. Put your focus on doing, rather than worrying about getting credit.

If you want to be strong, be joyful. When you enjoy what you're doing, you are far more effective.

If you want to be strong, be yourself. The real strength you have is in the authentic person you are.


M Junaid Tahir

www.DailyTenMinutes.com
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Six Thinking Hats for Flawless Innovation and Creativity

The six hats represent six modes of thinking and are directions to think rather than labels for thinking. That is, the hats are used proactively rather than reactively.


A summary by Sylvie Labelle
Early in the 1980s Dr. de Bono invented the Six Thinking Hats method. The method is a framework for thinking and can incorporate lateral thinking. Valuable judgmental thinking has its place in the system but is not allowed to dominate as in normal thinking. Dr. de Bono organized a network of authorized trainers to introduce the Six Thinking Hats. Advanced Practical Thinking (APTT), of Des Moines, Iowa USA, licenses the training in all parts of the world except Canada (and now, Europe). APTT organizes the trainers and supplies the only training materials written and authorized by Dr. de Bono.

Organizations such as Prudential Insurance, IBM, Federal Express, British Airways, Polaroid, Pepsico, DuPont, and Nippon Telephone and Telegraph, possibly the world's largest company, use Six Thinking Hats.

The six hats represent six modes of thinking and are directions to think rather than labels for thinking. That is, the hats are used proactively rather than reactively.

The method promotes fuller input from more people. In de Bono's words it "separates ego from performance". Everyone is able to contribute to the exploration without denting egos as they are just using the yellow hat or whatever hat. The six hats system encourages performance rather than ego defense. People can contribute under any hat even though they initially support the opposite view.

The key point is that a hat is a direction to think rather than a label for thinking. The key theoretical reasons to use the Six Thinking Hats are to:

encourage Parallel Thinking
encourage full-spectrum thinking
separate ego from performance

The published book Six Thinking Hats (de Bono, 1985) is readily available and explains the system, although there have been some additions and changes to the execution of the method.

________________________________

The following is an excerpt from John Culvenor and Dennis Else Engineering Creative Design, 1995)

There are six metaphorical hats and the thinker can put on or take off one of these hats to indicate the type of thinking being used. This putting on and taking off is essential. The hats must never be used to categorize individuals, even though their behavior may seem to invite this. When done in group, everybody wear the same hat at the same time.

 1- White Hat thinking

This covers facts, figures, information needs and gaps. "I think we need some white hat thinking at this point..." means Let's drop the arguments and proposals, and look at the data base."

 2- Red Hat thinking

This covers intuition, feelings and emotions. The red hat allows the thinker to put forward an intuition without any ned to justify it. "Putting on my red hat, I think this is a terrible proposal." Ususally feelings and intuition can only be introduced into a discussion if they are supported by logic. Usually the feeling is genuine but the logic is spurious.The red hat gives full permission to a thinker to put forward his or her feelings on the subject at the moment.

 3- Black Hat thinking

This is the hat of judgment and caution. It is a most valuable hat. It is not in any sense an inferior or negative hat. The rior or negative hat. The black hat is used to point out why a suggestion does not fit the facts, the available experience, the system in use, or the policy that is being followed. The black hat must always be logical.

 4- Yellow Hat thinking

This is the logical positive. Why something will work and why it will offer benefits. It can be used in looking forward to the results of some proposed action, but can also be used to find something of value in what has already happened.

 5- Green Hat thinking

This is the hat of creativity, alternatives, proposals, what is interesting, provocations and changes.

6-Blue Hat thinking

This is the overview or process control hat. It looks not at the subject itself but at the 'thinking' about the subject. "Putting on my blue hat, I feel we should do some more green hat thinking at this point." In technical terms, the blue hat is concerned with meta-cognition.

Whatever the situation


Difficult people can be valuable teachers. Difficult situations can build strong and highly useful skills.
Challenges provide outstanding opportunities to be your best, and to get even better. Disappointments can help you more fully appreciate the good things you have. 

Look for the positive possibilities in whatever happens. Those positive possibilities are most certainly there.
Instead of resenting where you are, or who you must deal with, or what you must do, find something positive. Find a way to grow, to learn, to appreciate, to become stronger and more highly skilled. 

Instead of wishing for an easy situation, see and make the most of the value in whatever the situation may be. Always remember that life's fulfillment is not handed to you, but is created by you out of the reality that comes your way.
Embrace that reality, in all its many flavors. Find goodness and value in whatever may come, and you'll never have to worry about what may or may not happen next. 

Ralph Marston - The Daily Motivator


M Junaid Tahir
Read my Blog : http://paradigmwisdom.blogspot.com/
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Keep Yourself Away From Four Types of Toxic People

By: Guy Finley

Those with whom we assemble, we soon resemble! 
This simple old saying hides a deep Truth that can enlighten and empower every aspect of our lives:
Who we are — our very essence — is continually being transformed by the company we keep. 
Stated differently, when we keep the company of what is light and bright, our lives get lighter and brighter. And when we keep the company of what is dark and discouraging, our lives can't help but be dragged downward. 

This idea might sound a little simplistic at first, but its power soon becomes evident when we put it to use in the quest to realize our highest aspirations. The key lies in understanding that this principle is active on multiple levels at once. For instance, when referring to "the company we keep," we of course mean the people we spend time with every day — family, friends, co-workers, etc. However, on a deeper and more important level, "company" can also refer to the thoughts and feelings moving within us in any given moment. 


1 Muckrakers: 
These negative spirits live to drag up old painful events and then revel in the anger, resentment, or bitterness that such unhappy memories hold. Stay away from any spirit, in others or in yourself, that wants you to dive into some suffering over what happened in any past moment.

2 Mud Slingers: 
These malicious spirits pull themselves up by pulling others down. They love to gossip, criticize, judge, and denigrate anyone who ever had the misfortune of spending time with them. The only loyalty these denizens of the unconscious worlds have is to their own pain, which they feed by involving everyone they can in their mud slinging.

3 Swamp Dwellers: 
There is a group of mired spiritsthat thrive on low vibrations, and that require a human instrument to play out their endless dark dissonance. Easily recognizable, these misfortunate forces serve up dreadful mental pictures of past and future events for the sake of the unnatural reactions they produce. Ignore these corrupted spirits and they must take their evil speculations elsewhere.

4 Life Haters: 
These dark spirits perpetuate their hold on the human soul by resisting the beautiful gifts of life. They trick us into commiserating with their complaining, cruelty, and irritation because without our unconscious consent, these chronically conflicted spirits can't spread their poison.

Just as harmful viruses require a human host to exist and thrive, so do negative states require the unconscious consent of human beings to carry out their dark mission. For what power does a negative thought have other than the power to convince a person to do its bidding? The answer is none!

When we begin to consciously withdraw our consent to associate with toxic people, and the toxic thoughts and feelings inside of us, we leave them with no place to thrive. Our real inner work is to sweep clean the places in ourselves where such creatures reside which in turn brightens our life and the lives of everyone around us.

Begin today, this very moment, to withdraw any permission you have unknowingly granted these dark spirits to be in your life. Do not judge yourself, or those around you in whom these misdirected forces are active, but instead come awake and refuse to spend one more moment of your life lending your precious life force to their dark purposes.

This powerful, positive action will change your life. As you begin to refuse to consort with what is dark, you'll find that you begin to attract with what is light, bright, and cheerful. Your relationships will deepen, your professional life will take on new vigor and freshness, and the whole of your days will begin to resemble the radiant Life that you have deliberately chosen as your conscious companion.

Those with whom we assemble, we soon resemble! This simple old saying hides a deep Truth that can enlighten and empower every aspect of our lives: Who we are — our very essence — is continually being transformed by the company we keep. Stated differently, when we keep the company of what is light and bright, our lives get lighter and brighter. And when we keep the company of what is dark and discouraging, our lives can't help but be dragged downward.

Guy Finley is Founder and Director of the Life of Learning Foundation, devoted to helping people realize their True Relationship with Life. Guy is the author of over 30 books and audio albums that have sold over a million copies in 15 languages worldwide, and is on the faculty of the Omega Institute, the nation's largest and most trusted holistic education provider. For more information about Guy Finley and Life of Learning call (541) 476-1200 or visit http://www.guyfinley.com.

Article Source: http://www.positivearticles.com
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Are you as Ambitious as Steve Jobs, Maradona and Picasso?


 By Junaid Tahir
Ambition, by definition, is to have strong inner desire in order to achieve something plus the willingness of striving in order to achieve it. The goal can be in terms of wealth, education, job promotion, honour or fame. When you are ambitious you posses great deal of energy inside your brain and heart. This energy acts as fuel to perform all the necessary steps in order to achieve what you want to achieve. You play your 'games' like Maradona; you imagine and paint your 'life portraits' like Picasso and you act like Steve Jobs when it comes to creativity and innovation.
However this does not mean that if you do not have expertise as those of Maradona or Pablo Picasso or Steve Jobs, you cannot be ambitious. The purpose of mentioning these personalities is that the level of energy you should be striving for should be as that of such personalities. You should not limit the size of your dreams. People who aim high, achieve high. It doesn't matter who you are; what matters is what you want to be. 

So if you are ambitious, check yourself against these qualities:
1- Do you have a concrete goal. Have to your tried writing your short term and long term goals on a piece of paper. Trust me, it helps a lot. Even I suggest writing it on a paper and paste it somewhere in your room so that you keep looking at it multiple times a day. 
2- Do you have solid vision on how you are going to achieve it?  Have you thought what actions do you need to perform? Have you arranged the resources in order to move ahead?
3- Are you a genuine ambitious person having burning desire to achieve? Know this story? Once a young man asked Socrates the secret to success. He took the young man to the river and ducked him into the water. The boy tried hard to take his head out but Socrates was strong enough to hold him there for some more seconds. Then later Socrates asked him what was the most important thing he wanted when the head was in water? They boy said, "Oxygen and I was too desperate to have it". Socrates said, "this is the level of burning desire which you must possess for your goals. When you have it, you will succeed"
Remember, failing to plan is planning to fail. So the core advice of this article is to have a Analytical thinking, concrete action plan, fearless mind-set, positive thought process and consistent attitude in order to convert your ambitions into realities. Develop the power of now and start behaving the person you want to be.

Some recommended articles: 
Hard work will Guarantee my Success?
9 Tips to Make Effective Decisions
7 Tips for Peace of Mind
Story: Mr Educated and Mr Wisdom
Stop Complaining Start Achieving

About Author: Junaid Tahir, a Project Manager and a passionate blogger writes articles on wisdom, stress management, leadership and life enhancement subjects. His articles can be read Here

5 Steps to Providing Good Constructive Criticism

As soon as you hire someone you'll need to start providing constructive criticism. Whether you do it in a formal manner (performance evaluations), or you do it on-the-fly at a project-by-project level, doesn't really matter; constructive criticism is part of the game.

Constructive criticism is important; employees need to understand where they've gone wrong, and how they can improve. It's not about treating people like crap, or being negative…it's about raising the bar, matching your expectations and helping people improve.

How can you do it well?

Here are 5 steps:

  1. Plan before you do it. Make sure you know what you want to say, and why. Have a clear path through the discussion. Leave room for questions and dialogue. Keep the conversation open and flexible, but make sure you plan to get your key points across.
  2. Build the person up. Before you get to the criticism itself, focus on positives. Highlight some of the good work the person has done recently, goals that were met or surpassed. Emphasize positive, solid qualities that the person brings to the table. This isn't about over-inflating egos or setting a person up for a fall; it's about making sure the person understands they are valued and important, even if the next thing you'll be doing is pointing out some problems.
  3. Provide clear criticism. Now it's time to bring your concerns to the table. Do it as concisely as possible. And as clearly as possible. Don't waffle around. Get to the point. Your approach will differ depending on the person you're speaking to; some would rather you spit it out, others require a slightly more delicate approach. Still, it's best to make sure your criticisms are as clear as you can possibly make them. Otherwise it makes it difficult to set a clear path towards improvement.
  4. Build the person up again. Focus on solutions. Focus on re-emphasizing the positive, while keeping an eye on what needs to be done to improve. Open it up for discussion…"What do you think of my assessment?" Or "What do you think of your recent performance?"The goal at the end of a session like this is to leave the employee understanding the problems, and having a path towards resolving them, without feeling like crap.
  5. Follow up. This exercise should never be undertaken without follow up. It may be another meeting scheduled with the employee. It may be an impromptu session, where you review the progress made. If the person knows there's follow up, they're going to feel more confident that the criticism isn't hanging over they're heads forever. It's not a permanent dark cloud. Follow up can erase constructive criticism, if the person has improved and met goals. Always follow up. Even if it's a quick compliment on a job well-done and not a formal second review. Follow up.

Giving constructive criticism is part of being a boss. You need to evaluate employees and measure their success.

When providing constructive criticism you want to make sure you get the message across and set goals, without demoralizing or devaluing the person

Source: Instigator  

M Junaid Tahir
Read my Blog : http://paradigmwisdom.blogspot.com/
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Encouraging break

When life has repeatedly dragged you down, that's a great time to remind yourself of how beautiful and joyful life can be. When it 

feels like you can't catch a break, that's a great time to give yourself a positive, encouraging break. 

Sure, you've had a rough spell, and guess what? You've made it through. 

Now is your opportunity to keep going. It won't be easy, and yet it may very well turn out to be the best thing that's ever happened 

to you. 

Every difficult day makes you stronger. Every challenge you work through makes you that much more capable of working through 

even bigger and more rewarding challenges. 

There is joy to be found in all of life, even in the painful times. There is goodness to be created in every situation, especially the 

difficult and trying ones. 

Life can be tough, and yet you can always be stronger. Make the choice to take it in stride, and make the decision to be even better 

than you were before. 

Ralph Marston - The Daily Motivator


M Junaid Tahir
www.DailyTenMinutes.com
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Story: The Woman and the Bread


 A woman baked chapatti (roti) for members of her family and an extra one for a hungry passerby. She kept the extra chapatti on the window sill, for whosoever would take it away. Every day, a hunchback came and took away the chapatti. Instead of expressing gratitude, he muttered the following words as he went his way: "The evil you do remains with you: The good you do, comes back to you!" This went on, day after day. Every day, the hunchback came, picked up the chapatti and uttered the words: "The evil you do, remains with you: The good you do, comes back to you!" The woman felt irritated. "Not a word of gratitude," she said to herself... 

"Everyday this hunchback utters this jingle! What does he mean?" One day, exasperated, she decided to do away with him. "I shall get rid of this hunchback," she said. And what did she do? She added poison to the chapatti she prepared for him! As she was about to keep it on the window sill, her hands trembled. "What is this I am doing?" she said. Immediately, she threw the chapatti into the fire, prepared another one and kept it on the window sill. As usual, the hunchback came, picked up the chapatti and muttered the words: "The evil you do, remains with you: The good you do, comes back to you!" The hunchback proceeded on his way, blissfully unaware of the war raging in the mind of the woman. 


Every day, as the woman placed the chapatti on the window sill, she offered a prayer for her son who had gone to a distant place to seek his fortune. For many months, she had no news of him.. She prayed for his safe return. That evening, there was a knock on the door. As she opened it, she was surprised to find her son standing in the doorway. He had grown thin and lean. His garments were tattered and torn. He was hungry, starved and weak. As he saw his mother, he said, "Mom, it's a miracle I'm here. While I was but a mile away, I was so famished that I collapsed. I would have died, but just then an old hunchback passed by. I begged of him for a morsel of food, and he was kind enough to give me a whole chapatti. As he gave it to me, he said, "This is what I eat everyday: today, I shall give it to you, for your need is greater than mine!" " As the mother heard those words, her face turned pale. 


She leaned against the door for support. She remembered the poisoned chapatti that she had made that morning. Had she not burnt it in the fire, it would have been eaten by her own son, and he would have lost his life! It was then that she realized the significance of the words:

"The evil you do remains with you: The good you do, comes back to you!" 

Do good and Don't ever stop doing good, even if it is not appreciated at that time. 

If you like this, share it with others and I bet so many lives would be touched

M Junaid Tahir
Read my Blog : http://paradigmwisdom.blogspot.com/
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The 7 C's of Happiness

What are the critical ingredients for experiencing genuine happiness? Here are seven elements of life that I believe are essential to the attainment of human happiness. I call them the "7 C's in the pursuit of happiness." One is not more important than any of the others.

1 -Compassion
In order to evolve into a state of happiness, you must develop your in-born ability to care about life, to value life in all its forms, to engage in loving, kind actions, to cultivate an attitude of what Nobel laureate, Dr. Albert Schweitzer called "reverence for life," (including your own).

2 -Contentment
Inner calm. Peace of mind and heart does not mean acceptance of everything that happens. It does mean letting go of fear. When you live life fearlessly, you experience a kind of peace that permeates every cell of your body, every thought of your mind, every emotion of your heart, every element of your spirit.

3 -Connection
Without effectively connecting to other humans, you become less than human yourself. Connection means involving yourself in relationship to everyone around you, connecting to your own inner life, and becoming aware of the environment in which you live. Learn to create high-quality relationships, and your happiness is almost guaranteed.

4 -Communication
Communication is our primary method for connection. It increases your knowledge, your understanding, and your awareness. Language is precious. Words are the building blocks of all happiness.

5 -Commitment
Oprah Winfrey says that what motivates her to get up in the morning is "my commitment to my life and fulfilling my life purpose." If one of your life's purposes is to enhance your happiness, committing your life to the service of others brings more happiness than you can imagine. Happiness requires you commit yourself to something larger than yourself.

6 -Consciousness
Most spiritual teachers believe we are living in a sleep-like or dream state. In order to be happy, one must increase one's awareness of life. And the single awareness that is most conducive to happiness is: the impermanence of everything. Life is in a constant state of flux, of change, of rhythm and of evolution.

7 -Creativity
Creating your life experience by consciously choosing your thoughts, your actions, your decisions and your attitudes will allow you to attain personal happiness regardless of external circumstances.

The pursuit of happiness is not something you search for or attain from outside your skin. Happiness develops from within. You were born to be happy. You were given life to experience happiness. Pursuing it is your right. Sail the 7 C's of happiness and the pursuit of it becomes obvious and being alive becomes the happiest of moments
Source: unknown:

Moving to GM Role ?

You have spent long and hard in a functional role, rising to "manager of accounting" or "maintenance manager" or "HR manager" or any number of other management roles.  Now you want to move up a step to General Manager*. 

What do you need to do now to prove that you are ready for the move up?  Here is what I look for in a potential General Manager.

Leadership skills
I look for evidence that a candidate has demonstrated most of the following skills in his or her current role:

  • Business acumen - understanding the basic drivers of our business and comfort with the three basic financial reports (P&L statement, balance sheet, cash flow statement) and ratio analysis
  • Thinking strategically
  • Planning, budgeting and cost control
  • Driving for, and getting results through others, including executing strategic and tactical plans
  • Developing resources, especially people and teams - including hiring, firing, retaining and developing direct reports (monthly coaching sessions are one great tool for making this happen)
  • Workplace culture development
  • Delegation and follow-through - and keeping commitments
  • Learning on the fly
  • Influencing, and building trust
  • Conflict resolution
  • Communicating effectively - in writing, on the phone, over email, in person, in front of groups
  • Listening
  • Managing change
  • Making decisions at the appropriate level of risk
  • Priority setting
  • Problem solving - alone, and with others
  • Self-awareness and self-development

Functional knowledge

I look for deep knowledge in at least one functional area.  In addition, I want to see that the candidate has stretched out in order to have an impact on other functions.  For example, a manager of operations should have shown the ability to add value on sales calls.  Functions you should be aware of and be able to contribute ideas to might include:

  • Human Resource management
  • Accounting and finance
  • IT
  • Environmental controls
  • Engineering
  • Logistics
  • Maintenance
  • Manufacturing/operations
  • Purchasing
  • Sales and Marketing
  • Customer service and order fulfillment
  • External relations
If you are aspiring to a GM role, what are you doing to demonstrate these skills and knowledge?  If you are already a GM, what would you add or take away from this list?

*A general manager usually has responsibility for all aspects of one segment of the business:  finance, accounting, sales and marketing, human resources, operations, purchasing and so one.

M Junaid Tahir
www.DailyTenMinutes.com
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Tips For More Efficient Google Searches

1. Either/or. Google normally searches for pages that contain all the words you type in the search box, but if you want pages that have one term or another (or both), use the OR operator — or use the "" symbol (pipe symbol) to save you a keystroke. [dumb little man]

2. Quotes. If you want to search for an exact phrase, use quotes. ["dumb little man"] will only find that exact phrase. [dumb "little man"] will find pages that contain the word dumb and the exact phrase "little man".

3. Not. If you don't want a term or phrase, use the "-" symbol. [-dumb little man] will return pages that contain "little" and "man" but that don't contain "dumb".

4. Similar terms. Use the "~" symbol to return similar terms. [~dumb little man -dumb] will get you pages that contain "funny little man" and "stupid little man" but not "dumb little man".

5. Wildcard. The "*" symbol is a wildcard. This is useful if you're trying to find the lyrics to a song, but can't remember the exact lyrics. [can't * me love lyrics] will return the Beatles song you're looking for. It's also useful for finding stuff only in certain domains, such as educational information: ["dumb little man" research *.edu].

6. Advanced search. If you can't remember any of these operators, you can always use Google's advanced search.

7. Definitions. Use the "define:" operator to get a quick definition. [define:dumb] will give you a whole host of definitions from different sources, with links.

8. Calculator. One of the handiest uses of Google, type in a quick calculation in the search box and get an answer. It's faster than calling up your computer's calculator in most cases. Use the +, -, *, / symbols and parentheses to do a simple equation.

9. Numrange. This little-known feature searches for a range of numbers. For example, ["best books 2002..2007] will return lists of best books for each of the years from 2002 to 2007 (note the two periods between the two numbers).

10. Site-specific. Use the "site:" operator to search only within a certain website. [site:dumblittleman.com leo] will search for the term "leo" only within this blog.

11. Backlinks. The "link:" operator will find pages that link to a specific URL. You can use this not only for a main URL but even to a specific page. Not all links to an URL are listed, however.

12. Vertical search. Instead of searching for a term across all pages on the web, search within a specialized field. Google has a number of specific searches, allowing you to search within blogs, news, books, and much more:
* Blog Search
* Book Search
* Scholar
* Catalogs
* Code Search
* Directory
* Finance
* Images
* Local/Maps
* News
* Patent Search
* Product Search
* Video


13. Unit converter. Use Google for a quick conversion, from yards to meters for example, or different currency: [12 meters in yards]

14. Types of numbers: Google algorithms can recognize patterns in numbers you enter, so you can search for:
* Telephone area codes
* Vehicle ID number (US only)
* Federal Communications Commission (FCC) equipment numbers (US only)
* UPC codes
* Federal Aviation Administration (FAA) airplane registration number (US only)
* Patent numbers (US only)
* Even stock quotes (using the stock symbol) or a weather forecast regarding the next five days

15. File types. If you just want to search for .PDF files, or Word documents, or Excel spreadsheets, for example, use the "filetype:" operator.

16. Location of term. By default, Google searches for your term throughout a web page. But if you just want it to search certain locations, you can use operators such as "inurl:", "intitle:", "intext:", and "inanchor:". Those search for a term only within the URL, the title, the body text, and the anchor text (the text used to describe a link).

17. Cached pages. Looking for a version of a page the Google stores on its own servers? This can help with outdated or update pages. Use the "cached:" operator.
source: unknown



 

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