Blog Archive

Story: Which Employee Type Are You

Employee "A" in a company walked up to his manager and asked what my job is for the day?  The manager took "A" to the bank of a river and asked him to cross the river and reach the other side of the bank. "A" completed this task successfully and reported back to the manager about the completion of the task assigned. The manager smiled and said "GOOD JOB"

Next day Employee "B" reported to the same manager and asked him the job for the day. The manager assigned the same task as above to this person also. The Employee "B' before starting the task saw Employee "C" struggling in the river to reach the other side of the bank. He realized "C" has the same task. Now "B" not only crossed the river but also helped "C" to cross the river. "B" reported back to the manager and the manager smiled and said "VERY GOOD JOB"

The following day Employee "Q" reported to the same manager and asked him the job for the day. The manager assigned the same task again.  Employee "Q" before starting the work did some home work and realized "A", "B" & "C" all has done this task before. He met them and understood how they performed. He realized that there is a need for a guide and training for doing this task. He sat first and wrote down the procedure for crossing the river, he documented the common mistakes people made, and tricks to do the task efficiently and effortlessly. Using the methodology he had written down he crossed the river and reported back to the manager along with documented procedure and training material.  The manger said "Q" you have done an "EXCELLENT JOB".

The following day Employee "O' reported to the manager and asked him the job for the day. The manager assigned the same task again. "O" studied the procedure written down by "Q" and sat and thought about the whole task. He realized company is spending lot of money in getting this task completed. He decided not to cross the river, but sat and designed and implemented a bridge across the river and went back to his manager and said, "You no longer need to assign this task to any one". The manager smiled and said "Outstanding job 'O'. I am very proud of you."

What is the difference between A, B, Q & O?  Many a times in life we get tasks to be done at home, at office, at play.,
Most of us end up doing what is expected out of us. Do we feel happy? Most probably yes. We would be often disappointed when the recognition is not meeting our expectation. Let us compare ourselves with "B". Helping someone else the problem often improves our own skills. There is an old proverb (I do not know the author) "learn to teach and teach to learn". From a company point of view "B" has demonstrated much better skills than "A" since one more task for the company is completed.

"Q" created knowledge base for the team. More often than not, we do the task assigned to us without checking history. Learning from other's mistake is the best way to improve efficiency. This knowledge creation for the team is of immense help. Re-usability reduces cost there by increases productivity of the team. "Q" demonstrated good "team-player" skills,

Now to the outstanding person, "O" made the task irrelevant; he created a Permanent Asset to the team.
If you notice B, Q and O all have demonstrated "team performance" over and above individual performance; they have also demonstrated a very invaluable characteristic known as "INITIATIVE".

Initiative pays of everywhere whether at work or at personal life. If you have initiative you will succeed. Initiative is a continual process and it never ends. This is because this year's achievement is next year's task. You cannot use the same success story every year. The story provides an instance of performance, where as measurement needs to be spread across at least 6-12 months. Consequently performance should be consistent and evenly spread.  Out-of-Box thinkers are always premium and that is what everyone constantly looks out for. Initiative, Out-of-Box thinking and commitment are the stepping stone to success.

Initiative should be lifelong. Think of out of the box…..Happy Working

M Junaid Tahir
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What to Learn to Become a Great Manager?

Delegating : Learn how to choose what to delegate, match employee and delegated assignment, and set the stage for success by both developing your employees and freeing up your time for critical managerial tasks.

Goal Setting : Learn how to set realistic goals, prioritize tasks, and track milestones to improve performance and morale.

Managing Upward : Learn insight into developing a mutually rewarding relationship, with skills for communicating and negotiating with your manager, presenting problems or opportunities to your supervisor and accepting responsibility for your proposed actions.

Meeting Management : Learn about planning and conducting meetings from start to finish; preparation, keeping the meeting on track, and follow-up and dealing with problem behaviors exhibited by meeting participants. 

New Manager Transitions : Learn what it means to be a manager, as well as how to navigate the complex and often stressful transition from individual contributor to a new manager.

Presentation Skills : Learn about preparing and delivering presentations that command attention, persuade, and inspire, rehearsal techniques, creating and using more effective visuals, understanding your objectives and your audience to create a presentation with impact.

Stress Management : Learn the difference between positive stress that enhances productivity and negative stress that breeds tension, lowers productivity, and undercuts job satisfaction, strategies for dealing with underlying causes of worry and stress, tactical coping mechanisms for immediate problem management.

Time Management : Learn how to analyze how you currently spend your time and pinpoint opportunities for improvement, set goals, prioritize tasks, plan your time efficiently using scheduling tools, control time-wasters, and evaluate your schedule once it is underway.

Writing Skills : Learn how to accomplish your business objectives and extends your influence as a manager, create clearer, more effective written communications, guidelines for preparing memos, letters, emails, and other common business documents.

Career Management : Learn how to manage your career--including how to identify your business interests, professional values, and skills in order to target your most exciting career possibilities.

Change Management : Learn how to manage change constructively and navigate the ups and downs that inevitably accompany a change effort.

Coaching : Learn how to strengthen your coaching skills to facilitate the professional growth of the employees you coach.

Developing Employees : Learn how to encourage your employees to learn and grow, while maximizing the return on the management time you invest in employee development.

Difficult Interactions : Learn how to discuss and resolve difficult interactions in the workplace--whether with employees, peers, bosses, or even suppliers and customers.

Feedback Essentials : Learn when and how to give effective positive or corrective feedback, how to offer feedback upward, and how to receive feedback.

Global Collaboration : Learn critical skills required to manage a cross-cultural collaboration, including negotiating, building trust, overcoming language barriers, and navigating the geographical and technological challenges of working across continents.

Hiring : Learn how to identify the particular skill set needed for a job, and then how to research and interview leading candidates until you find the one who best fills your need.

Leading and Motivating : Learn about the essential tasks of leadership: setting direction, aligning people, and motivating others. Learn how to recognize the skills and characteristics of effective leaders, create an inspiring vision, and energize people to support and work toward your goals.

Performance Appraisal : Learn how to prepare for, conduct, and follow up on performance evaluations--in ways that link employee performance to your company's and group's goals.

Retaining Employees : Learn strategies for attracting and keeping top performers, how to handle common obstacles to retention such as burnout and work/life imbalance, and how to develop programs that address the diverse needs and interests of your workforce.

Team Leadership : Learn how to establish a team with the right mix of skills and personalities and create a culture that promotes collaborative work, steps to leading an effective team and includes innovative, easy-to-implement self-evaluation tools.

Team Management : Learn how to diagnose and overcome common problems - such as poor communication and interpersonal conflict - that can impede team progress, learn to take corrective measures to remove team problems and improve team performance.

Virtual Teams : Learn how to create concrete suggestions for forming virtual teams, including assessing their technology and communication needs, structuring the team to build trust, and keeping the team on track

Budgeting : Learn about the budget process, different types of budgets, and common budgeting problems--so you can allocate resources wisely to meet your goals.

Business Case Development :
Learn how to create an effective business case, from defining the opportunity and analyzing alternatives to presenting your final recommendations.

Business Plan Development :
Learn the process of preparing an effective plan for a business proposal, applicable to launching a new internal product as well as seeking funding for a new start-up business.

Crisis Management :
Learn a practical, hands-on method for looking at crises--from developing a crises audit to avoid and prepare for crises, to managing an actual crisis, to learning from past events.

Customer Focus :
Learn how to target the right customers and build their long-term loyalty by developing systems for learning about--and responding to--their needs.

Decision Making :
Learn how to identify underlying issues related to a decision, generate and evaluate multiple alternatives, and then communicate and implement your decision.

Diversity :
Learn how to manage diversity to extract maximum value from your employees' differences -- including how to recruit diverse talent, resolve diversity-related conflicts, and communicate with employees and customers from other cultures. 

Ethics At Work :
Learn how to identify and execute sound choices based on ethical standards and how building a culture of integrity and cultivating an environment of trust among employees, customers, and other stakeholders lays a foundation for sustained success.

Finance Essentials :
Learn the essential concepts of finance--budgeting, forecasting, and planning, for managers who are not financial managers.

Innovation and Creativity :
Learn how to manage an intellectually diverse work group and their environment to produce more--and better--ideas that encourage innovation when developing products and work processes.

Innovation Implementation :
Learn how to implement an innovation--from crafting a vision statement to gaining support and managing resistance--and turn an idea into reality.

Marketing Essentials :
Learn the fundamentals that will help you better understand the importance of marketing and how it relates to you, especially for non-marketing managers.

Negotiating :
Learn how to become an effective negotiator, the negotiation process: assessing your interests as well as those of the other party, developing opportunities that create value, avoiding common barriers to agreement, and implementing strategies to make the negotiation process run smoothly.

Performance Measurement :
Learn how to review financial and non-financial measures used in all areas of organizational performance, addresses both standalone measures (including ROI, EVA, and BET) and measurement frameworks such as dashboards, quality models, and the Balanced Scorecard, systematic processes for tracking performance of initiatives.

Persuading Others :
Learn the art and science behind successful persuasion -- changing others' attitudes, beliefs, or behavior to create win-win solutions, -- accomplishing work through others -- rather than simply issue orders.

Process Improvement :
Learn what business processes are; why improving them is essential; and how to carry out a business process improvement (BPI) initiative.

Project Management :
Learn the nuts and bolts of project management, including project planning, budgeting, team-building, execution, and risk analysis, useful tools and techniques such as GANTT and PERT charts, Work Breakdown Structure, and variance analysis.

Strategic Thinking : Learn how to shape and execute organizational strategy, analyzing opportunities, challenges, and the potential consequences of high-level action plans, addresses identification of broad patterns and trends, creative thinking, analysis of complex information, and prioritization of actions

source: unknwon

M Junaid Tahir 
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Business Terminology: What is insourcing

Insourcing is a business practice in which work that would otherwise have been contracted out is performed in house. 
Insourcing often involves bringing in specialists to fill temporary needs or training existing personnel to perform tasks that would otherwise have been outsourced. An example is the use of in-house engineers to write technical manuals for equipment they have designed, rather than sending the work to an outside technical writing firm. In this example, the engineers might have to take technical writing courses at a local college, university, or trade school before being able to complete the task successfully. Other challenges of insourcing include the possible purchase of additional hardware and/or software that is scalable and energy-efficient enough to deliver an adequate return on investment (ROI).
Insourcing can be viewed as outsourcing as seen from the opposite side. For example, a company based in Japan might open a plant in the United States for the purpose of employing American workers to manufacture Japanese products. From the Japanese perspective this is outsourcing, but from the American perspective it is insourcing. Nissan, a Japanese automobile manufacturer, has in fact done this.
source: techtarget

M Junaid Tahir 
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I Need To Tell You Something

I need to tell you something. I hope you don't mind. You see, what I have to tell you might not be something you want to know. But here goes, "You are not always right." This is my polite way of telling you that sometimes you are wrong.
It's OK. Believe it or not, we all are wrong about something. We are wrong regularly and repeatedly. It is the nature of who we are. I am not asking you to dwell on when you are wrong or what it is you are wrong about. I ask you to consider how are you wrong? Translation, when you are wrong about something, how do you behave and how does this impact your team?

Perhaps you do this because you come from a culture where admitting an error is a sign of weakness or you are afraid of losing face. When you are wrong and you hide it, you are teaching your team to engage in the same behavior. This makes it very difficult to proactively solve issues

When you try to cover up the fact that you are wrong about something you damage your integrity. 

When you look for someone else to blame, you are hiding the fact that you are wrong PLUS telling a lie about someone else. This is even worse for your integrity and your credibility. Now you are teaching your team to use other team members as human shields. This makes it very difficult to build any kind of high performing team.
When you are wrong and you admit it, you model responsibility and integrity for your team. You can proactively address issues, you can demonstrate how to behave like an adult professional and you can all move forward.
So here goes, "You are not always right." This is my polite way of telling you that sometimes you are wrong. It's OK. Believe it or not, we all are wrong about something


M Junaid Tahir 
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10 Tips for Better Business Writing

Writing in a business environment is an activity with associated norms, challenges, and opportunities. Keep the following points in mind as you craft communication in the context of a company or an organization.

1. Clarity
Be clear. Clarity is the primary goal of all communication, and in business writing, the degree of transparency in one's message can determine whether one succeeds or fails in a venture, whether you're transmitting a report or closing a deal. State the intention of your message, provide the necessary details, and request the precise response you need or want.

2. Active Voice
Employ active construction (subject-verb-object). "This report was sent to me by John Smith" is not wrong, and it's probably the best choice if you want to distinguish one report from another, but consider whether "John Smith" should be the subject of the sentence; the active syntax is more vigorous, and usually more appropriate.

3. Direct Language
Construct concise, declarative statements. Your goal is to provide or invite information, or to persuade or be persuaded. Your time is valuable to you, but the recipient or recipients of your communication also have constraints and deadlines, so take the time to express yourself with economy and directness.

4. Simple Words
Favor plain, clear words and phrases over technical terms, jargon, or buzzwords. Take care not to complicate your vocabulary or stiffen your tone in an attempt to seem more businesslike or expert. By all means, use proper terminology to enhance clarity and demonstrate your knowledge and skills, but imagine how you would speak to your intended audience, and write with a conversational glossary in mind.

5. Tone
Strike a balance in tone that depends on the particular context of the communication. Even within categories (memos, whether in print or in email form, or marketing content), the feel of the correspondence will depend on many factors. Consult with management and colleagues, study precedents, and consider the audience when settling on the voice of a particular message.

6. Role
Consider the role of a particular piece of communication. If it's summarizing a report, don't go into so much detail that the report itself is unnecessary (unless, of course, you're providing an executive summary for a company leader who doesn't have time to read it). If it's part of a larger project, match your writing style to the approach of the overall suite of materials.

7. Goal
Focus on the expected or hoped-for outcome. Whether you're writing to a superior or a subordinate, or to a colleague or someone outside your company or organization, be clear but courteous about the goal of your correspondence.

8. Candor
Avoid euphemisms or generic references; name topics outright. Diplomacy is a foundation of successful business transactions, but you can undermine success by seeming too solicitous or vague about sensitive matters. Be forthright in your discussion.

9. Formality
Standards for business correspondence have become more relaxed, but maintain a professional tone, avoiding slang or text-speak, exclamation points, and overly informal salutations and sign-offs.

10. Words with Friends
Be cautious about making exceptions about formality when corresponding with coworkers or associates you consider friends or confidants. Just because you dish or swear when the two of you chat in person doesn't mean you should do so in email messages or other electronic communications located on a company network. Drop the formality a notch, certainly, but don't document your lapses in professional behavior.

M Junaid Tahir 
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New Manager's Fundamentals

By Junaid Tahir

Below are my notes from the lecture I attended recently about "New Manager's Fundamentals". The speaker elaborated that following aspects must be taken into account by all new managers or leaders if they want to sustain and succeed in their roles:

-          Chose Your Decision Making Style:  
o    Chose different approaches of decision making for different situations like deciding salaries, budget review and allocations, Promotions, routine work. Following are 3 categories of decision making.
1.     Autocratic: You make the decision at your own and then inform your team, if required. (Deciding Salaries, Budget allocations, Promotions etc)
2.     Collaborative: Seek input from your team and then make the decision. (Routine office tasks, Making WBS for the project etc)
3.     Democratic: Asking your teams to decide. (Asking team where to go for lunch, get together, small/medium impact official task etc)

-          Develop Professional Relationship (not friendly relationship):
o    Hobbies, interests, families come under friendship. Your 5% of discussion can be on such subjects just to show people that you are human but strictly note more than 5 minutes a day.
o    Build new relationships at Lunch, Coffee times and other breaks.
o    Learn about different people in your organization from LinkedIn and have chat on relevant subjects to make them comfortable with you.
o    Build Rapports (A close and harmonious relationship in which the people or groups understand each other's feelings or ideas and communicate well)

-          Stay Visible:
o    Say hello to people around you; 5-10 minutes each day. Good relations result in good outcomes.
o    Ask people in a gentle way about what are they working on? How you can help them.
o    Tell them What you are working on? This improves the visibility about your work and help maintaining good professional relations.

-          Be concerned About Your Status Bubble As A Manager/Leader:
o    Be open with your team members, discuss your new role and elaborate your new responsibilities.  
o    Ask them that you want to know what they think about you as new boss

-          Communicate Proactively:
o    What you say is important but do consider how to say and when to say and when not to say.
o    One kg of prevention is better than 10kg of cure so stay ahead of challenges by being proactive.
o     When communicating, pause for a moment and ask "are you with me?"  At the end of discussion, ask a team member to summarize what you said.
o    Don't misjudge when you have a doubt about something your team member said.  Ask "can you clarify".
o    Consider Candor communication Vs Civility Communication approach. Both are important. Candor (Straight, blunt, candid). Civility (nice, positive, congenial)
o    Different communication approaches (Text, Email, Phone, Meeting) have different kind of trade of in terms of effectiveness and efficiency. Some approaches might be efficient to convey the message but may not be effective (SMS). Face to face is the best approach to consider as much as possible.
o    Want to send tough email? Draft it now, go for coffee or lunch, come back, read again with relaxed mind and then send.

-          Provide Effective Feedback:
o    Give right amount of feedback. Too little may not help a person. Too much criticism may not be digested by employee and may sound offensive. Consider what amount of feedback is required and then convey. Feed back is two way thing not one way. Make it a conversation. Ask him/her about his/her opinion.
o    Give feedback in person. Give feedback as quickly as possible so it sound relevant. Be respect. Avoid "You" and "I" words.

-          Conduct Relevant Meetings Only:
o    Don't call unnecessary meetings. Consider these situations to call  meeting:
1.     Important Team decisions
2.     Major Announcements (Changes in company strategy)
3.     Kick off Meeting. (Clarifying the initiative, expectations from teams, roles and responsibilities)
4.     Pre mortem and Post mortem (Discussing what might go wrong when project starts and when it goes live)
5.     A challenging situation on which feedback is required.
o    Call only relevant people (Experts, Affected and Sponsors)
o    Don't invite too many experts.  Don't invite sponsors (Leadership) every time. Don't invite political associates.

-          Use Authority Wisely:
o    Authority is your legitimate right to exercise influence and decision making.
o    If you want to make changes, start with the smaller ones.
o    Consider Pro-Employee changes (the one which employees are going to like – example, lunch timings flexible etc)
o    Consider Team culture (The shared attitude and behavior of the overall team). Consider buy-in from key employees prior to implementing a new decision.
-          Develop a Lieutenant:
o    Consider a person to work as second in command who can make decisions when you are away, attend meetings on your behalf etc . Make it informal  instead of formal position in the team.
o    He will give team's feedback for improvement.
o    He will be your personal devil's advocate. He will privately question your assumptions and challenge your thoughts for improvement.
o    He is 'not a yes man', not a conflict generator, not a political personality. He is trust worthy, hard working, visionary and thoughtful.

-          Enhance Your Outlook:
o    Look and behave like a leader. Spend time on enhancing your outlook. Right clothes, shoes, suit, hair style etc
o    No sudden change in outlook required. Avoid becoming a joke by immediate change in your personality. Slow transformation is recommended.

-          Defining Norms:
o    Define formal and informal norms for your team members. For example, we are Positive; we show respect; we are solution oriented; we are trust worthy and transparent etc.
o    These norms will become their habits if you repeat them in different meetings and other discussions.
While  attending this training I made my own Norms. These norms cover my major professional personality traits. Have a look below and then ponder what are your norms?
N- No negativity – All Positive
O- Open heart (Transparent)
R- Respectful – Strong mutual respect.
M- Micro and Macro Analyst
S- Solution Oriented

-          Some General Recommendations:
o    Convey the message to your teams with your actions that you trust them not be telling them. Your actions must portray what you believe in.
o    Share Credit. Acknowledge everyone's contribution.
o    Help others succeed. If they succeed you succeed.
o    Develop Empathy: The skill to understand and be sensitive to other emotions.
o    Project your confidence with your eye contact and through your  voice
o    Maintain your modesty. Be Humble

Some recommended articles:

About Author: Junaid Tahir is a passionate blogger. He writes articles on Leadership, Stress Management and Life Enhancement subjects at his personal blog

7 Tips to Attain Peace of Mind


Junaid Tahir: 
When you were child you had a pure mind; the mind which was free from worries and anxieties. As the time passed, you were influenced by several social, personal, familial and official crises such as financial complications, broken relationship, lack of trust, joblessness, failure in business, loss of respect and so on. When the mind is stressful, the associated germs of negativity, jealousy and pessimism add fuel to fire and hence your pure mind becomes impure. These impurities if taken out can bring back the mental purity hence real spirit of joy of childhood can be attained up to an adequate level.  Off course you cannot fix all of your problem at once but you can train your mind to develop the skills which can help either bypass or overcome the depressed  and tragic situations so as to give you a big time relaxation while you focus on the solution to your problems. Below are some techniques which can be used to combat the peace stealing triggers:
  1. Mind your own business. Yes, please mind your own business. When you start being concerned about things which are not related to you, you lose your grip on yourthought process which often results in negativity disturbing the mental peace. Basically, your mind starts wandering here and there. As you know that a non-focused mind is evil's workshop hence the germs of negativity and jealousy gain more strength. So next time an unnecessary thought comes to your mind, think whether this is really something you should be worrying for? If not, shun it right away and focus on something positive, practical and fruitful.  Article by Junaid.Tahir
  2. Surround yourself in positive people. Ignore negative comments and stay away from negative souls. When someone is negative, he spreads negativity and you get affected. Permanently staying with such people will have long term impact on your character so think about your company.
  3. Don't think about others too much. Remember the great quote: small minds discuss people; Average minds discuss events; Higher minds discuss ideas and Great minds act in silence. Don't allow your brain to compare yourself to others as this is an insult to yourself. Don't be Jealous; it's a heart killing disease, get rid of it as soon as possible. When you are jealous you focus on finding faults in others even if they don't have. This poisons your soul and steals the mental peace.  Article by Junaid.Tahir
  4. You can't keep everyone happy. Don't be over sensitive. Be natural and genuine in what you do. Be positive, constructive and ethical in your deeds and then don't really care too much about others. Be aware, don't apply this formula to too closed relations. Develop trust to establish powerful relationships.
  5. Control your mood swings as it is an indication of unstable personality. Do it by not being over sensitive to others. Stop being reactive and implosive. Stay calm.
  6. Ignore your thoughts about being unlucky. Bad luck happens to everyone. It's not your fault at all. Time whether good or bad, passes quickly. Develop the power of not looking back into your past. Believe in the power of Now.  Believe in your skills. Work hard and have faith in God; you will get what you have been entitled for. Be patient and see what God has planned for you. Patience and consistency in your deeds is the key to success.
  7. Simplicity in your character and living style can overcome the stress and improve your happiness index. Don't be socially sensitive and start following every single trend your social circle is following.  
With these recommendations, I believe you can bring major changes in your life style hence attain back your mental peace. What are your recommendations in gaining mental peace?
Article written by Junaid Tahir

Junaid Tahir, a telecom engineer and a blogger, writes articles on wisdom, happiness and stress management at his personal blog. His personal Google Group can be joined here. He is reachable at for any kind of suggestions and comments.

M Junaid Tahir 
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Creating an Interactive Chart in Excel

Imagine you have a worksheet with lots of charts. And you want to make it look awesome & clean.
Simple, create an interactive chart so that your users can pick one of many charts and see them.
Today let us

understand how to create an interactive chart using Excel.
PS: This is a revised version of almost 5 year old article – Select & show one chart from many.

A demo of our interactive Excel chart

First, take a look at the chart that you will be creating.
How to create interactive chart using Excel - Demo
Feeling excited? read on to learn how to create this.

Solution – Creating Interactive chart in Excel

  1. First create all the charts you want and place them in separate locations in your worksheet. Lets say your charts look like this.
    Create charts in separate ranges like this...
  2. Now, select all the cells corresponding to first chart, press ALT MMD (Formula ribbon > Define name). Give a name like Chart1.
    Select all cells corresponding to first chart and give them a name like Chart1
  3. Repeat this process for all charts you have, naming them like Chart2, Chart3
  4. In a separate range of cells, list down all chart names. Give this range a name like lstChartTypes.
  5. Add a new sheet to your workbook. Call it "Output".
  6. In the output sheet, insert a combo-box form control (from Developer Ribbon > Insert > Form Controls)
    Insert combo-box form controls - Excel
  7. Select the combo box control and press Ctrl+1 (format control).
  8. Specify input range as lstChartTypes and cell link as a blank cell in your output sheet (or data sheet).
    [Related: Detailed tutorial on Excel Combo box & other form controls]
    Combo box form control settings - Excel interactive chart tutorial
  9. Now, when you make a selection in the combo box, you will know which option is selected in the linked cell.
    Demo of combo box & cell linkage - Excel interactive chart tutorial
  10. Now, we need a mechanism to pull corresponding chart based on user selection. Enter a named range – selChart.
  11. Press ALT MMD or go to Formula ribbon > Define name.  Give the name as selChart and define it as
    =CHOOSE(linked_cell, Chart1, Chart2, Chart3, Chart4)
    PS: CHOOSE formula will select one of the Chart ranges based on user's selection (help).
  12. Now, go back to data & charts sheet. Select Chart1 range. Press CTRL+C to copy it.
  13. Go to Output sheet and paste it as linked picture (Right click > Paste Special > Linked Picture)
    Pasting a picture link - Excel interactive chart tutorial
  14. This will insert a linked picture of Chart 1.
    [Related: What is a picture link and how to use it?]
  15. Now, click on the picture, go to formula bar, type =selChart and press enter
  16. Move the image around, position it nicely next to the combo box.
  17. Congratulations! Your interactive chart is ready :)

Download Interactive Chart Excel file

Click here to download interactive chart Excel file and play with it. Observe the named ranges (selChart) and set up charts to learn more.