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- The Ant & the Contact Lens
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1. Click the OFFICE BUTTON (@ Top Left) , go to PREPARE and then click ENCRYPT DOCUMENT.
2. In the ENCRYPT DOCUMENT dialog box, type a PASSWORD and click OK.
Brenda was a young woman who was invited to go rock climbing. Although she was scared to death, she went with her group to a tremendous granite cliff. In spite of her fear, she put on the gear, took hold on the rope and started up the face of that rock. Well, she got to a ledge where she could take a breather. As she was hanging on there, the safety rope snapped against Brenda's eye and knocked out her contact lens.
Well, here she is on a rock ledge, with hundreds of feet Below her and hundreds of feet above her. Of course, she looked and looked and looked, hoping it had landed on the ledge, but it just wasn't there. Here she was, far from home, her sight now blurry. She was desperate and began to get upset, so she prayed to the Lord to help her to find it.
When she got to the top, a friend examined her eye and her clothing for the lens, but there was no contact lens to be found. She sat down, despondent, with the rest of the party, waiting for the rest of them to make it up the face of the cliff.
She looked out across range after range of mountains She thought, "Lord, You can see all these mountains. You know every stone and leaf, and You know exactly where my contact lens is. Please help me."
Finally, they walked down the trail to the bottom. At the bottom there was a new party of climbers just starting up the face of the cliff. One of them shouted out, "Hey, you guys! Anybody lose a contact lens?" Well, that would be startling enough, but you know why the climber saw it? An ant was moving slowly across the face of the rock, carrying it.
Brenda told me that her father is a cartoonist. When she told him the incredible story of the ant, the prayer, and the contact lens, he drew a picture of an ant lugging that contact lens with the words, "Lord, I don't know why You want me to carry this thing. I can't eat it, and it's awfully heavy. But if this is what You want me do, I'll carry it for You." I think it would probably do some of us good to occasionally say, "God, I don't know why you want me to carry this load. I can see no good in it and it's awfully heavy.
But, if you want Me to carry it, I will."
I have realized that I can relate any employee with a re-chargeable battery. To elaborate it more, lets consider the analogy of smart phones. In most of the smart phones the battery consumption is displayed on the top right corner of mobile screen. When the consumption percentage falls below 25%, the color of battery icon turns orange and when it is less than 10% the color goes alarmingly red. So it is responsibility of the owner to ensure timely charging to keep it functional. Just like that, it is responsibility of each manager to closely observe the discharge level of each member of his/her team and take appropriate measures to ensure high efficiency of the employee consequently getting maximum throughput. The good news is that when employees are charged more and more, they produce the results in the same high proportion!
2- Professional Membership: Encourage employee to join professional groups. Even if the company has to pay some amount for the membership, it should be done. Employee will get satisfaction for being the member and will learn new ideas and trends in the industry which will eventually help business growth.
3- Get together: If possible, Employee's families to be invited as well. This will give extra boost to employee's satisfaction index. Outdoor activities including Lunch, games and fun activities can be considered.
4- Financial benefits: This is the most attractive part from employee's perspective. This can either be on annual or project basis. Specific targets can be set in terms of sale (or any applicable Key Performance Indicator). High KPI should result in high bonus. This will ensure employee go extra mile to achieve high and high. Also Employee of the month is another technique which should be used. A certificate along with optimal amount of cash will feed extra energy.
5- Knowledge based sessions: Technical and motivational lectures/events should be arranged on weekly or monthly basis. You may find a gem within your team who loves to speak on a specific subject. Find such people and give them the opportunity to share their knowledge and skills with other colleagues.
A young manager accosted me the other day. "I've been reading all about leadership, have implemented several ideas, and think I'm doing a good job at leading my team. How will I know when I've crossed over from being a manager to a leader?" he wanted to know.
I didn't have a ready answer and it's a complicated issue, so we decided to talk the next day. I thought long and hard, and came up with three tests that will help you decide if you've made the shift from managing people to leading them.
Counting value vs Creating value. You're probably counting value, not adding it, if you're managing people.Only managers count value; some even reduce value by disabling those who add value. If a diamond cutter is asked to report every 15 minutes how many stones he has cut, by distracting him, his boss is subtracting value.
By contrast, leaders focuses on creating value, saying: "I'd like you to handle A while I deal with B." He or she generates value over and above that which the team creates, and is as much a value-creator as his or her followers are. Leading by example and leading by enabling people are the hallmarks of action-based leadership.
Circles of influence vs Circles of power.�Just as managers have subordinates and leaders have followers, managers create circles of power while leaders create circles of influence.
The quickest way to figure out which of the two you're doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader.
Leading people vs Managing work. Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an individual's ability to influence, motivate, and enable others to contribute toward organizational success. Influence and inspiration separate leaders from managers, not power and control.
In India, M.K. Gandhi inspired millions of people to fight for their rights, and he walked shoulder to shoulder with them so India could achieve independence in 1947. His vision became everyone's dream and ensured that the country's push for independence was unstoppable. The world needs leaders like him who can think beyond problems, have a vision, and inspire people to convert challenges into opportunities, a step at a time.
I encouraged my colleague to put this theory to the test by inviting his team-mates for chats. When they stop discussing the tasks at hand � and talk about vision, purpose, and aspirations instead, that's when you will know you have become a leader.