WHAT do Google, fluoride toothpaste and the modern seat belt have in common?
They all started as inventions developed first at universities, and were later released to the market when their commercial potential became clear.
This commercialisation of university inventions is called technology transfer (TT).
It takes a special breed of experts, known as TT professionals, to facilitate the translation of research, discoveries and inventions into new products and services that benefit society.
TT is the formal transfer of intellectual property rights to use and commercialise new discoveries and innovations resulting from scientific research to another party.
TT professionals are the people tasked with helping to translate scientific research into new products and services that improve the quality of life. These may lead to the launch of new businesses and jobs for people.
TT professionals must understand the innovation, its impact on society, and be able to help transform it into a viable new product or service.
As such, they can grasp the technology from the point of the inventor, understand how it works, assess its commercial viability, protect the valuable intellectual property (IP), and then market and sell it.
To do all this, TT professionals need to have a mix of hard and soft skills:
INTERPERSONAL SKILLS
TT professionals must possess strong interpersonal skills because they need to work with different parties, including scientists doing research, companies acquiring new technologies and universities looking for return on their research and development (R&D) investments.
Each of these parties has different needs and expectations. The TT professional has to negotiate between them and try to ensure all are satisfied with the outcome. For example, an inventor in the university wishes to publish his invention in a journal quickly, while a company wants to exploit the new invention and market it rapidly.
However, the TT professional needs to take time to protect the invention’s IP rights and ensure the university’s interests are met.
SCIENTIFIC EXPERTISE
A science or engineering degree is essential for a career in TT. As most technologies and inventions arise from cutting-edge research work, TT professionals must have a certain level of appreciation for the technology.
While they do not need to understand the technology fully, they must understand it sufficiently to see its potential application and assess its commercial potential.
TT professionals also need to keep up with the latest developments in the field. They have to know which technologies are “hot” and what they can potentially be used for.
This will allow them to work effectively with inventors, assess new technologies better and provide inventors with an accurate horizon scan of developments in the field and market.
BUSINESS ACUMEN
Frequently, inventions never make it to the market — not because the technology is not sound, but because of other business issues.
For example, the market may not be ready for the technology, as it is too advanced, or the product is too expensive or cannot be produced in quantities sufficient to be sold on the mass market.
TT professionals must take these factors into account when looking at the technology’s marketability and commercial potential.
To do this, they must have strong business acumen. They need to be aware of existing products, what the market needs and the limitations of existing solutions.
They must also be able to assess the partnering companies, to know which one has the skill, ability and interest to realise the benefit of the technology fully. Because of this, a good business sense is essential for any TT professional.
KNOWLEDGE OF IP
IP, or intellectual property, is an integral part of TT activities. It refers to creations of the mind: inventions, literary and artistic works, and symbols, names, images, and designs used in commerce.
TT professionals must have a good knowledge of IP so that they can appreciate the true value of a new technology and understand how the IP associated with a technology can be fully exploited.
BALANCING ACT
To perform his job successfully, a TT professional needs to juggle science, business, IP and interpersonal skills. This is why these professionals are being referred to as a new breed of experts.
— Source: Straits Times/Asia News Network
Article contributed by Dr Jasmine Kway, deputy director of the Industry Liaison Office (ILO), a division of NUS Enterprise
Saturday, July 25, 2009
Preparation is key
Do you ever wonder why you perform excellently one day and cannot get anything right the next day?
The answer might lie in how you prepare for an event — whether it is a game of golf or a business meeting.
To not prepare is to begin to fail, but psyching up with purpose can light the fire of greatness inside you.
Preparation comprises long-term preparation (training) and short-term preparation (pre-event routines and rituals).
Short-term preparation includes psyching-up strategies:
* on the day before;
* on the morning of the event;
* just before the event; and
* during the event.
These four phases are vital to handling performance anxiety, keeping you focused on your upcoming tasks, keeping you positive-minded and providing energy to drive your performance.
Here are some approaches I use when coaching business people, athletes and other speakers and coaches.
Strength training
Focus primarily on your strengths. Leave working on your weaknesses to your long-term training.
You want to build up your confidence just before a performance and reminding yourself of your best points will enhance that.
Get organised
Plan your day as much as possible to avoid stressful situations or conflicts that drain your energy and focus. Avoid activities that may make you tired, depressed or negative.
Keep your routine
Continue your usual schedule of rest, eating, relaxing and exercising. This will help you maintain a sense of normality, ground you and keep you in a confident state.
Avoid over-training
Your long-term hard work and practice should carry you through, but over-doing last-minute preparation indicates a lack of confidence. Focus on your positives.
Have a game plan
Know what you hope to do once you start your event. Do not leave your strategic plan to chance. Cover all your bases.
Think positive
Visualise positive outcomes for your event. Analysing what can go wrong and planning for all negative contingencies needs to be done in the weeks of training prior to the event.
Get support
Spend time around people who will support your efforts and who validate you. You want to be with people who champion your abilities, encourage you and believe in you. This directly impacts your belief in your own abilities.
Everyone has a success story about their great preparations leading to great performances. The key is realising that you have control over how you prepare. Give yourself the gift of psyching up and watch your performances soar.
— Source: Straits Times/Asia News Network
Article by Bill Cole, a leading authority on peak performance, mental toughness and coaching.
The answer might lie in how you prepare for an event — whether it is a game of golf or a business meeting.
To not prepare is to begin to fail, but psyching up with purpose can light the fire of greatness inside you.
Preparation comprises long-term preparation (training) and short-term preparation (pre-event routines and rituals).
Short-term preparation includes psyching-up strategies:
* on the day before;
* on the morning of the event;
* just before the event; and
* during the event.
These four phases are vital to handling performance anxiety, keeping you focused on your upcoming tasks, keeping you positive-minded and providing energy to drive your performance.
Here are some approaches I use when coaching business people, athletes and other speakers and coaches.
Strength training
Focus primarily on your strengths. Leave working on your weaknesses to your long-term training.
You want to build up your confidence just before a performance and reminding yourself of your best points will enhance that.
Get organised
Plan your day as much as possible to avoid stressful situations or conflicts that drain your energy and focus. Avoid activities that may make you tired, depressed or negative.
Keep your routine
Continue your usual schedule of rest, eating, relaxing and exercising. This will help you maintain a sense of normality, ground you and keep you in a confident state.
Avoid over-training
Your long-term hard work and practice should carry you through, but over-doing last-minute preparation indicates a lack of confidence. Focus on your positives.
Have a game plan
Know what you hope to do once you start your event. Do not leave your strategic plan to chance. Cover all your bases.
Think positive
Visualise positive outcomes for your event. Analysing what can go wrong and planning for all negative contingencies needs to be done in the weeks of training prior to the event.
Get support
Spend time around people who will support your efforts and who validate you. You want to be with people who champion your abilities, encourage you and believe in you. This directly impacts your belief in your own abilities.
Everyone has a success story about their great preparations leading to great performances. The key is realising that you have control over how you prepare. Give yourself the gift of psyching up and watch your performances soar.
— Source: Straits Times/Asia News Network
Article by Bill Cole, a leading authority on peak performance, mental toughness and coaching.
Information overload
You are living in a world that is exploding with information. All you need are a couple of keywords and search engines such as Google and you can have a huge amount of information at your fingertips. Information overload occurs when you have too much information but are using too little of it.
Here are some symptoms you may experience when you are overwhelmed with information:
● Stress. No matter how much research you have done, you have a nagging feeling that some vital information is still missing. A classic study at Georgetown University found that continuous stress can decrease your IQ by as high as 10 points.
● Poor memory. You cannot recall important names, dates and details.
● Worry. You worry, get distracted and daydream easily. You have problems concentrating on one task and procrastinate over your tasks.
QUICK TIPS
Here is how you can manage information better:
● Decide on the purpose of the information you want to acquire.
● Plan and organise your work so that managing information is more streamlined and effective. Get rid of clutter on your table as it will distract you.
● Control the flow of information. Put aside any information that is not relevant to the task you are doing. Fight against the temptation to read everything.
● Say “no” to people who rob your of your time. These include chatlines, idle gossip and surfing the Net aimlessly.
● Share information where necessary.
● Focus on one task at a time and complete it before embarking on another.
IMPROVE YOUR MEMORY
Apart from the above, there are ways in which you can enhance the your memory powers and retain large amounts of information:
● Listen to Baroque music
This is the music written by 17th and 18th century composers whose tempo ranges from 55 to 65 beats per minute. It has a frequency of 500 hertz that harmonises with our brain waves, causing our bodies to become relaxed and our minds alert. Composers in this musical era include Bach, Albinoni, Vivaldi, Corelli, Handel, Telemann and Pachelbel. Iowa State University concluded that listening to Baroque music alone can increase memory retention by 26 per cent. Dr Georgi Lozanov used Baroque music to induce adult learners to a state of alert relaxation.
● Use music as a memory aid
Recently, the University of Leeds conducted a memory study of more than 3,000 people of all different ages from 69 countries. They were asked to recall the music of the iconic British pop group, The Beatles.
Most responses were from people aged between 55 and 65. The university concluded that music is one of the most powerful memory triggers.
● Up your reading speed
An average person has a reading speed of 200 to 250 words per minute (wpm). According to the United Nations, a literate person has a reading speed of 400 wpm. The world’s top speed-reader, Sean Adam of the United States, can read at the rate of 3,850 wpm.
Readers read for various reasons — to gather general information, to solve a problem, for study, work or leisure.
Dwight Eisenhowler, the 34th American president, could read up to four books a day. The 35th American president, John F Kennedy increased his reading speed after attending a workshop. As a result, speed-reading is a standard programme in the White House.
Research shows that slow reading is caused by three main reasons. First, people tend to read word by word. Besides causing eye-strain, it is slow and boring.
Second, some people subvocalise when they read. This reduces your reading rate to your talking rate. Also, the muscular activity tires you out.
Third, re-reading earlier sections wastes time and slows down your pace.
If you can avoid the abovementioned, your reading speed will double or treble without any loss of comprehension.
SPEED READING 101
Here are four ways to increase your reading speed:
● Read groups of words. Reduce pausing as you read. Have a shorter fixation at the group of words.
● Minimise sub-vocalisation. Reading either aloud or silently to yourself is a habit which can be stopped.
● Reduce regression. When you read, do not go backwards. Keep focused on finishing what you are reading.
● Learn to concentrate and your reading speed will improve. Select the most productive time of day for reading.
Avoid reading after your meals. Organise your materials before your reading. Lastly, cultivate a positive attitude — that you will learn something after you read.
— Source: Straits Times/Asia News Network
Article by Michael Lum, who trains executives and students in accelerated learning, speed reading and memory techniques.
Here are some symptoms you may experience when you are overwhelmed with information:
● Stress. No matter how much research you have done, you have a nagging feeling that some vital information is still missing. A classic study at Georgetown University found that continuous stress can decrease your IQ by as high as 10 points.
● Poor memory. You cannot recall important names, dates and details.
● Worry. You worry, get distracted and daydream easily. You have problems concentrating on one task and procrastinate over your tasks.
QUICK TIPS
Here is how you can manage information better:
● Decide on the purpose of the information you want to acquire.
● Plan and organise your work so that managing information is more streamlined and effective. Get rid of clutter on your table as it will distract you.
● Control the flow of information. Put aside any information that is not relevant to the task you are doing. Fight against the temptation to read everything.
● Say “no” to people who rob your of your time. These include chatlines, idle gossip and surfing the Net aimlessly.
● Share information where necessary.
● Focus on one task at a time and complete it before embarking on another.
IMPROVE YOUR MEMORY
Apart from the above, there are ways in which you can enhance the your memory powers and retain large amounts of information:
● Listen to Baroque music
This is the music written by 17th and 18th century composers whose tempo ranges from 55 to 65 beats per minute. It has a frequency of 500 hertz that harmonises with our brain waves, causing our bodies to become relaxed and our minds alert. Composers in this musical era include Bach, Albinoni, Vivaldi, Corelli, Handel, Telemann and Pachelbel. Iowa State University concluded that listening to Baroque music alone can increase memory retention by 26 per cent. Dr Georgi Lozanov used Baroque music to induce adult learners to a state of alert relaxation.
● Use music as a memory aid
Recently, the University of Leeds conducted a memory study of more than 3,000 people of all different ages from 69 countries. They were asked to recall the music of the iconic British pop group, The Beatles.
Most responses were from people aged between 55 and 65. The university concluded that music is one of the most powerful memory triggers.
● Up your reading speed
An average person has a reading speed of 200 to 250 words per minute (wpm). According to the United Nations, a literate person has a reading speed of 400 wpm. The world’s top speed-reader, Sean Adam of the United States, can read at the rate of 3,850 wpm.
Readers read for various reasons — to gather general information, to solve a problem, for study, work or leisure.
Dwight Eisenhowler, the 34th American president, could read up to four books a day. The 35th American president, John F Kennedy increased his reading speed after attending a workshop. As a result, speed-reading is a standard programme in the White House.
Research shows that slow reading is caused by three main reasons. First, people tend to read word by word. Besides causing eye-strain, it is slow and boring.
Second, some people subvocalise when they read. This reduces your reading rate to your talking rate. Also, the muscular activity tires you out.
Third, re-reading earlier sections wastes time and slows down your pace.
If you can avoid the abovementioned, your reading speed will double or treble without any loss of comprehension.
SPEED READING 101
Here are four ways to increase your reading speed:
● Read groups of words. Reduce pausing as you read. Have a shorter fixation at the group of words.
● Minimise sub-vocalisation. Reading either aloud or silently to yourself is a habit which can be stopped.
● Reduce regression. When you read, do not go backwards. Keep focused on finishing what you are reading.
● Learn to concentrate and your reading speed will improve. Select the most productive time of day for reading.
Avoid reading after your meals. Organise your materials before your reading. Lastly, cultivate a positive attitude — that you will learn something after you read.
— Source: Straits Times/Asia News Network
Article by Michael Lum, who trains executives and students in accelerated learning, speed reading and memory techniques.
Saturday, July 18, 2009
Towards a paper-less office
THE idea of a “paper-less” office came about some 20 years ago as soon as computers began to appear on our office desks. With the advancement of technology in the field of office automation and IT infrastructure, many of us were led to believe that this great idea was just around the corner.
Still, the imminent arrival of a “paper-less” office has yet to become a reality for most companies.
Today, we are printing documents much more quickly and easily than any of us could have ever imagined. Minutes of meetings are being printed, distributed and stored on a daily basis and an average sales order would easily require up to five hardcopy documents just to ensure that everything is in order.
Most companies argue that being “paper-less” is expensive, complicated and counterproductive. According to analyst Gartner Group’s (an IT research and advisory company) research results from 2003, documents and printing cost can incur up to 6% of an organisation’s annual revenue – many organisations are unaware of this. That could mean million s spent on paper, printing and filing cabinets.
Paper is time-consuming to manage. Employees spend a great deal of time printing, sorting, archiving and retrieving hardcopy documents just to realise that most of these documents are never referr ed again.
Most companies will agree that being “paper-less” is well worth the effort but are often intimidated by the process. It requires commitment and a substantial amount of change in both technology and workplace behaviour.
Here are four key steps on how you can move your company closer towards a “paper-less” office environment.
1 GET YOUR EMPLOYEES TO BUY INTO THE CONCEPT
Before you adopt a “paper-less” office environment, you need to understand that the employees are the first thing that you need to consider. Bear in mind that being “paper-less” means that your employees are required to change their usual working habits and behaviour.
Print responsibly. Uncollected and forgotten print-outs are a huge waste of paper and may easily compromise document confidentiality when left lying arou nd. You will be surprised to learn that most employees can’t live without their filing cabinets, document folders and even waste bin.
Engage your employees in the process and be aware of their needs. It is also important for you to inform and educate them on the benefits of adopting a “paper-less” office environment. Convince them and be sure that your employees are aligned and committed to the goal.
2 CREATE A PROJECT COMMITTEE
Adopting a “paper-less” office requires a considerable amount of participation from your employees. Form a project committee or a team from various departments to learn the company’s unique challenges and allow them to work through these challenges together to provide the solution.
If it is a viable solution, be sure that the management team is in place to provide the necessary support and resources for them to carry out the new workflow processes.
3 INVEST IN THE RIGHT IT INFRASTRUCTURE
A key aspect of being “paperless” is to reduce paper usage by converting hardcopy documents into digital documents. Although most organisations deal with digital documents in their everyday work, the average print volume per employee continues to increase at a tremendous rate. The more convenient it is to print, the more likely it is for an employee to print.
One of the most effective ways to reduce paper wastage is to remove unnecessary individual desktop printers and implement secure printing systems on your multifunctional devices. Invest in a digital archiving system to convert your paper records into electronic files and make the information quickly accessible through a secure network environment.
Ultimately, invest in an integrated document management system that will improve and enhance your document workflow processes and provide a significant amount of costsavings to your company.
4 FINDING THE RIGHT VENDOR
There is a wide range of document management solution providers available in the market today. Be sure to select a vendor who has a wealth of experience in implementing workflow processes and automation technologies. They should also be able to take advantage of your existing infrastructure and connect the entire enterprise with an integrated software solution.
Most importantly, the right vendor must be able to provide short-term and long-term plans on how you can achieve a “paperless” office environment.
Article by Laurence Liong, certified office consultant.
Still, the imminent arrival of a “paper-less” office has yet to become a reality for most companies.
Today, we are printing documents much more quickly and easily than any of us could have ever imagined. Minutes of meetings are being printed, distributed and stored on a daily basis and an average sales order would easily require up to five hardcopy documents just to ensure that everything is in order.
Most companies argue that being “paper-less” is expensive, complicated and counterproductive. According to analyst Gartner Group’s (an IT research and advisory company) research results from 2003, documents and printing cost can incur up to 6% of an organisation’s annual revenue – many organisations are unaware of this. That could mean million s spent on paper, printing and filing cabinets.
Paper is time-consuming to manage. Employees spend a great deal of time printing, sorting, archiving and retrieving hardcopy documents just to realise that most of these documents are never referr ed again.
Most companies will agree that being “paper-less” is well worth the effort but are often intimidated by the process. It requires commitment and a substantial amount of change in both technology and workplace behaviour.
Here are four key steps on how you can move your company closer towards a “paper-less” office environment.
1 GET YOUR EMPLOYEES TO BUY INTO THE CONCEPT
Before you adopt a “paper-less” office environment, you need to understand that the employees are the first thing that you need to consider. Bear in mind that being “paper-less” means that your employees are required to change their usual working habits and behaviour.
Print responsibly. Uncollected and forgotten print-outs are a huge waste of paper and may easily compromise document confidentiality when left lying arou nd. You will be surprised to learn that most employees can’t live without their filing cabinets, document folders and even waste bin.
Engage your employees in the process and be aware of their needs. It is also important for you to inform and educate them on the benefits of adopting a “paper-less” office environment. Convince them and be sure that your employees are aligned and committed to the goal.
2 CREATE A PROJECT COMMITTEE
Adopting a “paper-less” office requires a considerable amount of participation from your employees. Form a project committee or a team from various departments to learn the company’s unique challenges and allow them to work through these challenges together to provide the solution.
If it is a viable solution, be sure that the management team is in place to provide the necessary support and resources for them to carry out the new workflow processes.
3 INVEST IN THE RIGHT IT INFRASTRUCTURE
A key aspect of being “paperless” is to reduce paper usage by converting hardcopy documents into digital documents. Although most organisations deal with digital documents in their everyday work, the average print volume per employee continues to increase at a tremendous rate. The more convenient it is to print, the more likely it is for an employee to print.
One of the most effective ways to reduce paper wastage is to remove unnecessary individual desktop printers and implement secure printing systems on your multifunctional devices. Invest in a digital archiving system to convert your paper records into electronic files and make the information quickly accessible through a secure network environment.
Ultimately, invest in an integrated document management system that will improve and enhance your document workflow processes and provide a significant amount of costsavings to your company.
4 FINDING THE RIGHT VENDOR
There is a wide range of document management solution providers available in the market today. Be sure to select a vendor who has a wealth of experience in implementing workflow processes and automation technologies. They should also be able to take advantage of your existing infrastructure and connect the entire enterprise with an integrated software solution.
Most importantly, the right vendor must be able to provide short-term and long-term plans on how you can achieve a “paperless” office environment.
Article by Laurence Liong, certified office consultant.
Shape up or ship out
When I started my first job as an apprentice engineer, I quickly realised that some of my fellow apprentices should not be working there. They just did not have the aptitude or ability for engineering.
Back in those days, staff selection was not very sophisticated and then, apprentice engineers were interviewed by a foreman. And it was not hard getting the job if he liked how you looked.
I was lucky enough to be interviewed by a foreman who was a captain in the Boys Brigade. Coincidentally, so was I. In the end, he gave me the job. Like me, both my fellow apprentices were not tested on our abilities or suitability to the profession.
As a result, many engineering apprentices were in the wrong jobs. Though most of them soldiered on and qualified as time-served engineers, they did not excel. They were also not particularly happy either.
And from customer service personnel to plumbers, I have met many who are in the wrong professions.
FIRE OR RESHUFFLE
The lesson is that if someone in your team is unable to do the job, then you need to transfer him elsewhere, advise or help him to find other employment.
This may seem harsh as it is not always easy to let employees go. However, you will never achieve your desired outcomes with the wrong person in the job.
The business may suffer and you are in great danger of demotivating other team members. It is likely that they do not want someone who is incompetent on their team.
For instance, a client of mine realised that the customer service officer in his company he recently employed could not handle the pressure of dealing with difficult customers and situations and that no amount of training could solve the problem.
In the end, they transferred her to a position where she produced quotations and did not have to speak to a customer.
What you need to do is get people who cannot do the job into a position that they are capable of or simply get them out of your team.
I joined three companies as a manager and in all three situations, I inherited team members who did not have what it takes to do the job.
THE USUAL SUSPECTS
I usually classify workers into three categories. The first group is made up of the “good guys” — the ones I know who can do the job and not give me any trouble.
The second group consists of people who need a fair bit of coaching and some supervision.
The third group are those who do not possess either the skills or the aptitude to complete their tasks at hand. No amount of training can change their lack of capacity.
I also found that employees in this category are usually dissatisfied with their present situations because of the lack of success. Sometimes, they are more than happy to be transferred to another position.
This may sound easier said than done. But the motivational manager needs to address these issues and bite the bullet for the good of the team and the business.
Article by Alan Fairweather, an associate consultant with d’Oz International.
Back in those days, staff selection was not very sophisticated and then, apprentice engineers were interviewed by a foreman. And it was not hard getting the job if he liked how you looked.
I was lucky enough to be interviewed by a foreman who was a captain in the Boys Brigade. Coincidentally, so was I. In the end, he gave me the job. Like me, both my fellow apprentices were not tested on our abilities or suitability to the profession.
As a result, many engineering apprentices were in the wrong jobs. Though most of them soldiered on and qualified as time-served engineers, they did not excel. They were also not particularly happy either.
And from customer service personnel to plumbers, I have met many who are in the wrong professions.
FIRE OR RESHUFFLE
The lesson is that if someone in your team is unable to do the job, then you need to transfer him elsewhere, advise or help him to find other employment.
This may seem harsh as it is not always easy to let employees go. However, you will never achieve your desired outcomes with the wrong person in the job.
The business may suffer and you are in great danger of demotivating other team members. It is likely that they do not want someone who is incompetent on their team.
For instance, a client of mine realised that the customer service officer in his company he recently employed could not handle the pressure of dealing with difficult customers and situations and that no amount of training could solve the problem.
In the end, they transferred her to a position where she produced quotations and did not have to speak to a customer.
What you need to do is get people who cannot do the job into a position that they are capable of or simply get them out of your team.
I joined three companies as a manager and in all three situations, I inherited team members who did not have what it takes to do the job.
THE USUAL SUSPECTS
I usually classify workers into three categories. The first group is made up of the “good guys” — the ones I know who can do the job and not give me any trouble.
The second group consists of people who need a fair bit of coaching and some supervision.
The third group are those who do not possess either the skills or the aptitude to complete their tasks at hand. No amount of training can change their lack of capacity.
I also found that employees in this category are usually dissatisfied with their present situations because of the lack of success. Sometimes, they are more than happy to be transferred to another position.
This may sound easier said than done. But the motivational manager needs to address these issues and bite the bullet for the good of the team and the business.
Article by Alan Fairweather, an associate consultant with d’Oz International.
Perform like a pro
BUSINESSES today are run at a pace that does not allow new employees to have their hands held by supervisors and be guided every step of the way. Usually, a rookie is expected to know exactly what to do.
Newcomers are expected to be self-driven, self-motivated and self-sustaining. They are expected to set their own career paths in the organisation and synchronise their personal vision and values with that of the organisation.
Here are nine strategies to help you think more proactively and become a valuable asset to your organisation:
1 PLAN AND PREPARE
Thomas Edison said: “If you fail to plan, then you are planning to fail.” When you plan, you internalise the events and have a better idea of how you should go about your duties.
Apart from planning, you also have to prepare. Start by being clear about your roles and responsibilities and keeping abreast of the changes occurring around you.
2 BE RESOURCEFUL
One of the qualities that all organisations clamour for in their people is resourcefulness. Being resourceful requires you to develop the ability to look at challenges objectively and come up with strategies to resolve them.
A fundamental quality of resourceful people is the innate ability to leverage on their strengths and overcome their weaknesses.
The ability to tap on the capabilities of others is also important. This means outsourcing what you cannot do well yourself to others to maximise your core skills.
3 HONE YOUR SKILLS
Improve on your organisational skills by first being clear about the real nature of your job and what the organisation expects of you.
To be proactive, you need to use your initiative to find out the best way to complete tasks and achieve the results your bosses expect.
By meeting organisational goals, you also develop your own career goals as the management begins to take notice of your skills and give you more responsibilities.
4 BE OBJECTIVE
The key to thriving in the organisation is having the right attitude towards your work. Learn to see things objectively and positively. Analyse your personality and natural ability — your aptitude — and strive to develop these to their fullest potential.
Having the right attitude also means that you see failure as an opportunity to find new ways to solve the problems that confront you.
5 COLLABORATE
The proactive person is the ultimate collaborator. When you develop the ability to collaborate with others in your organisation, you will be able to build rapport.
This is crucial because you need to get things done with the help and support of other people. In today’s workplace, your reputation as a team player will stand you in good stead.
Building strong networks with your communication skills will give you an edge as you move up the corporate ladder.
6 SET TARGETS
This activity helps you to have a clear picture of where you are heading and how you are going to get there. Targets help you to stay focused and effective — you do the right thing rather than do things right.
7 FREE YOUR MIND
Having an independent mind allows you to view situations objectively. You weigh the options and consequences available rationally and come up with workable solutions. Do not allow yourself to be swayed easily by what others think.
8 STAY VIGILANT
Be alert to changes taking place around you. One way to become more vigilant is to record in a notebook your thoughts and feelings about certain incidents and carry it around with you. Note down the times when your gut feeling or intuition turned out to be correct or when you made a false assumption.
If you do this regularly, over time, you can become very good at spotting trends and taking a proactive approach to address the situation.
9 BE EFFECTIVE
Efficacy is about producing a desired result. This involves doing something efficiently and effectively.
Efficiency means doing something well; effectiveness is doing the right thing properly. There are many people who are highly efficient but totally ineffective.
This is primarily because they have not figured out what their priorities are. Instead, they focus on tasks that are not important while the real problems remain unresolved.
If you have to choose between efficiency and effectiveness, you are probably better off striving for the latter.
Article by Daniel Theyagu, a training consultant
Newcomers are expected to be self-driven, self-motivated and self-sustaining. They are expected to set their own career paths in the organisation and synchronise their personal vision and values with that of the organisation.
Here are nine strategies to help you think more proactively and become a valuable asset to your organisation:
1 PLAN AND PREPARE
Thomas Edison said: “If you fail to plan, then you are planning to fail.” When you plan, you internalise the events and have a better idea of how you should go about your duties.
Apart from planning, you also have to prepare. Start by being clear about your roles and responsibilities and keeping abreast of the changes occurring around you.
2 BE RESOURCEFUL
One of the qualities that all organisations clamour for in their people is resourcefulness. Being resourceful requires you to develop the ability to look at challenges objectively and come up with strategies to resolve them.
A fundamental quality of resourceful people is the innate ability to leverage on their strengths and overcome their weaknesses.
The ability to tap on the capabilities of others is also important. This means outsourcing what you cannot do well yourself to others to maximise your core skills.
3 HONE YOUR SKILLS
Improve on your organisational skills by first being clear about the real nature of your job and what the organisation expects of you.
To be proactive, you need to use your initiative to find out the best way to complete tasks and achieve the results your bosses expect.
By meeting organisational goals, you also develop your own career goals as the management begins to take notice of your skills and give you more responsibilities.
4 BE OBJECTIVE
The key to thriving in the organisation is having the right attitude towards your work. Learn to see things objectively and positively. Analyse your personality and natural ability — your aptitude — and strive to develop these to their fullest potential.
Having the right attitude also means that you see failure as an opportunity to find new ways to solve the problems that confront you.
5 COLLABORATE
The proactive person is the ultimate collaborator. When you develop the ability to collaborate with others in your organisation, you will be able to build rapport.
This is crucial because you need to get things done with the help and support of other people. In today’s workplace, your reputation as a team player will stand you in good stead.
Building strong networks with your communication skills will give you an edge as you move up the corporate ladder.
6 SET TARGETS
This activity helps you to have a clear picture of where you are heading and how you are going to get there. Targets help you to stay focused and effective — you do the right thing rather than do things right.
7 FREE YOUR MIND
Having an independent mind allows you to view situations objectively. You weigh the options and consequences available rationally and come up with workable solutions. Do not allow yourself to be swayed easily by what others think.
8 STAY VIGILANT
Be alert to changes taking place around you. One way to become more vigilant is to record in a notebook your thoughts and feelings about certain incidents and carry it around with you. Note down the times when your gut feeling or intuition turned out to be correct or when you made a false assumption.
If you do this regularly, over time, you can become very good at spotting trends and taking a proactive approach to address the situation.
9 BE EFFECTIVE
Efficacy is about producing a desired result. This involves doing something efficiently and effectively.
Efficiency means doing something well; effectiveness is doing the right thing properly. There are many people who are highly efficient but totally ineffective.
This is primarily because they have not figured out what their priorities are. Instead, they focus on tasks that are not important while the real problems remain unresolved.
If you have to choose between efficiency and effectiveness, you are probably better off striving for the latter.
Article by Daniel Theyagu, a training consultant
Saturday, July 11, 2009
Micromanagers can put a serious dent in your self-esteem
IF YOU are not accused of “exercising poor judgment”, you are criticised for a “lack of initiative”. Micromanagers can put a serious dent in your self-esteem.
Marie, a manager at a large cosmetics company, knows about control freaks first-hand. “My boss is always hovering over my shoulder and second guessing everything I do. She insists that everything be done her way — even when my way works just as well or even better.”
These hands-on micromanagers are typically perfectionists. They over-supervise, hoard information and often delegate tasks to subordinates, but rarely the responsibility or authority to accomplish those tasks. Their philosophy: “No one can do it as well as I can.”
Insecurity and fear of failure are the driving forces behind a control freak’s persistent meddling. “On the plus side, these bosses tend to be very conscientious, take their responsibilities seriously, and are dedicated and hard-working,” says Dr Reed Moskowitz, medical director of the Stress Disorders Center at New York University Medical Center, where bad bosses are a common complaint.
Control freaks can drive you nuts trying to achieve your — and their — goals. To stay sane and keep a control freak off your back, your best bet is to think of this type of boss as an overprotective parent.
“The best way to deal with a control freak is to drown her in information,” says Dr Moskowitz. “The more you give and the less she has to worry about, the more she’ll let go.”
“Resist overtly fighting your boss’s suffocating ways. This is the worst thing you can do,” adds Dr Moskowitz, because bucking this type of boss sets off an alarm.
“The boss may think, ‘This person is not a team player. This person won’t take supervision. This person is trying to hide something.’”
Reassure the control freak that you are on her side while simultaneously asserting your own work style.
Says New York career coach and assertiveness-training specialist Hilda Meltzer: “I once counselled a manager whose boss was sending her long memos directing her movements.
“I encouraged the manager to speak with her boss privately and say, ‘You know, I work very well on my own. When I get memos telling me to do things a certain way, I feel it is counter-productive. I know what a track record you have, and I’m here to support you, but I can produce best with more autonomy.’”
Always deliver. Hand in everything on time — when you do, point out that you have met your boss’s deadline and conformed to her specifications. If you consistently do what you say and when you say you will do it, a control freak is likely to back off or go away and bother somebody less reliable.
Marie, a manager at a large cosmetics company, knows about control freaks first-hand. “My boss is always hovering over my shoulder and second guessing everything I do. She insists that everything be done her way — even when my way works just as well or even better.”
These hands-on micromanagers are typically perfectionists. They over-supervise, hoard information and often delegate tasks to subordinates, but rarely the responsibility or authority to accomplish those tasks. Their philosophy: “No one can do it as well as I can.”
Insecurity and fear of failure are the driving forces behind a control freak’s persistent meddling. “On the plus side, these bosses tend to be very conscientious, take their responsibilities seriously, and are dedicated and hard-working,” says Dr Reed Moskowitz, medical director of the Stress Disorders Center at New York University Medical Center, where bad bosses are a common complaint.
Control freaks can drive you nuts trying to achieve your — and their — goals. To stay sane and keep a control freak off your back, your best bet is to think of this type of boss as an overprotective parent.
“The best way to deal with a control freak is to drown her in information,” says Dr Moskowitz. “The more you give and the less she has to worry about, the more she’ll let go.”
“Resist overtly fighting your boss’s suffocating ways. This is the worst thing you can do,” adds Dr Moskowitz, because bucking this type of boss sets off an alarm.
“The boss may think, ‘This person is not a team player. This person won’t take supervision. This person is trying to hide something.’”
Reassure the control freak that you are on her side while simultaneously asserting your own work style.
Says New York career coach and assertiveness-training specialist Hilda Meltzer: “I once counselled a manager whose boss was sending her long memos directing her movements.
“I encouraged the manager to speak with her boss privately and say, ‘You know, I work very well on my own. When I get memos telling me to do things a certain way, I feel it is counter-productive. I know what a track record you have, and I’m here to support you, but I can produce best with more autonomy.’”
Always deliver. Hand in everything on time — when you do, point out that you have met your boss’s deadline and conformed to her specifications. If you consistently do what you say and when you say you will do it, a control freak is likely to back off or go away and bother somebody less reliable.
Make room for differences
WHILE on a business trip to China some years ago, I met up with the local authorities over lunch to discuss a tricky security situation my organisation was facing.
My highly experienced Chinese counterpart brought up the issue at the end of the meal, in the midst of toasting. Without asking for details, an official simply responded: “One of my men will look into it.” And the issue was eventually resolved.
I realised I was too eager to “lay all the cards on the table” whereas my colleague was more intent on building “guanxi” (relations) with the authorities.
In today’s global business environment, it is therefore essential for a successful businessman to be aware of basic cultural differences, especially in Asia. It is also vital to take into consideration the cultural sensitivities when dealing with your international colleagues and business associates.
Here are three cultural approaches the savvy global businessman should take note of:
High versus low-context cultures
In low-context cultures such as the United States, people are relatively direct and explicit in their communications.
In high-context cultures, people avoid criticising or damaging a co-worker’s reputation. Despite the growing Western influence in Singapore, it is still relatively highcontext.
Superiors and colleagues who exercise diplomacy in office relationships are well-respected, even though it is more common for employees of multinational corporations (MNC) to be more direct in their communication style.
In a high-context society such as in China, preserving harmony is very important. For example, to avoid coming across as rude, the Chinese may say “let’s consider and discuss again”, rather than rejecting you outright.
Tip: Understand the culture of the co-worker or business associate you are relating with and adapt your communication style accordingly if you want to sustain good relations.
Monochronic versus polychronic
The way people view the importance and value of time varies from culture to culture. During my working stint in China, I used to get extremely frustrated whenever I requested for urgent reports and was told “ma shang dao” (meaning “arrive immediately”).
I never got what I requested immediately. In polychronic cultures, such as those of the Middle East, India and China, people tend to emphasise the completion of tasks rather than the adherence to a schedule.
Being on time is less important for the polychronic than the monochronic. Americans (monochronic) are thus often frustrated when working with people from polychronic cultures who view time as fluid and have a tendency to change their schedules.
In Singapore, the work culture has become generally monochronic and some social customs are gradually moving in that direction too. For instance, Chinese wedding dinners used to start at 9pm even though the invitation card indicated 7.30pm. Some dinners actually start on time these days.
Tip: When planning a business trip to a polychronic culture, add in some “buffer” days to avoid feeling frustrated and pressured to finish your work. Seemingly frivolous time spent together at dinner tables or sightseeing with your business associates will be helpful to your business.
Spatial communications
Different cultures have different rules toward personal space. An etiquettesavvy person easily senses and respects the territorial space of others.
Americans appreciate keeping an appropriate distance between two parties. They may step back unconsciously if they feel that the other party is too close. The other party may find it offensive if he prefers closer personal contact.
In a densely populated place like Mumbai in India, buses are constantly filled with at least three times more people than the allocated capacity. It is thus common for people to be packed very closely together while commuting.
A participant from India once shared how “lonely” he felt when he first arrived in Singapore, interpreting our need for more personal space as a “distant behaviour” in the “highly territorial” culture.
Tip: Understand the norm of space in the country you are planning for your business visit. Again, the rule of the game is to adapt to the culture.
If you feel your personal space is being invaded, avoid stepping back immediately as this may come across as insulting. Try adjusting your distance gradually and subtly, otherwise, suggest sitting down.
Building long-term relationships
No man is an island. The basis of all transactions rests on human interactions. Cultural adaptation plays an important role in business relations.
It is thus worthwhile to invest your time to understand the cultures of your business counterparts and make a conscious effort to relate with them accordingly. This helps to develop mutually beneficial relationships.
My highly experienced Chinese counterpart brought up the issue at the end of the meal, in the midst of toasting. Without asking for details, an official simply responded: “One of my men will look into it.” And the issue was eventually resolved.
I realised I was too eager to “lay all the cards on the table” whereas my colleague was more intent on building “guanxi” (relations) with the authorities.
In today’s global business environment, it is therefore essential for a successful businessman to be aware of basic cultural differences, especially in Asia. It is also vital to take into consideration the cultural sensitivities when dealing with your international colleagues and business associates.
Here are three cultural approaches the savvy global businessman should take note of:
High versus low-context cultures
In low-context cultures such as the United States, people are relatively direct and explicit in their communications.
In high-context cultures, people avoid criticising or damaging a co-worker’s reputation. Despite the growing Western influence in Singapore, it is still relatively highcontext.
Superiors and colleagues who exercise diplomacy in office relationships are well-respected, even though it is more common for employees of multinational corporations (MNC) to be more direct in their communication style.
In a high-context society such as in China, preserving harmony is very important. For example, to avoid coming across as rude, the Chinese may say “let’s consider and discuss again”, rather than rejecting you outright.
Tip: Understand the culture of the co-worker or business associate you are relating with and adapt your communication style accordingly if you want to sustain good relations.
Monochronic versus polychronic
The way people view the importance and value of time varies from culture to culture. During my working stint in China, I used to get extremely frustrated whenever I requested for urgent reports and was told “ma shang dao” (meaning “arrive immediately”).
I never got what I requested immediately. In polychronic cultures, such as those of the Middle East, India and China, people tend to emphasise the completion of tasks rather than the adherence to a schedule.
Being on time is less important for the polychronic than the monochronic. Americans (monochronic) are thus often frustrated when working with people from polychronic cultures who view time as fluid and have a tendency to change their schedules.
In Singapore, the work culture has become generally monochronic and some social customs are gradually moving in that direction too. For instance, Chinese wedding dinners used to start at 9pm even though the invitation card indicated 7.30pm. Some dinners actually start on time these days.
Tip: When planning a business trip to a polychronic culture, add in some “buffer” days to avoid feeling frustrated and pressured to finish your work. Seemingly frivolous time spent together at dinner tables or sightseeing with your business associates will be helpful to your business.
Spatial communications
Different cultures have different rules toward personal space. An etiquettesavvy person easily senses and respects the territorial space of others.
Americans appreciate keeping an appropriate distance between two parties. They may step back unconsciously if they feel that the other party is too close. The other party may find it offensive if he prefers closer personal contact.
In a densely populated place like Mumbai in India, buses are constantly filled with at least three times more people than the allocated capacity. It is thus common for people to be packed very closely together while commuting.
A participant from India once shared how “lonely” he felt when he first arrived in Singapore, interpreting our need for more personal space as a “distant behaviour” in the “highly territorial” culture.
Tip: Understand the norm of space in the country you are planning for your business visit. Again, the rule of the game is to adapt to the culture.
If you feel your personal space is being invaded, avoid stepping back immediately as this may come across as insulting. Try adjusting your distance gradually and subtly, otherwise, suggest sitting down.
Building long-term relationships
No man is an island. The basis of all transactions rests on human interactions. Cultural adaptation plays an important role in business relations.
It is thus worthwhile to invest your time to understand the cultures of your business counterparts and make a conscious effort to relate with them accordingly. This helps to develop mutually beneficial relationships.
The Law of Compensation
By: Brian Tracy
You Get What You Give
Ralph Waldo Emerson, in his essay, "Compensation," wrote that each person is compensated in like manner for that which he or she has contributed. The Law of Compensation is another restatement of the Law of Sowing and Reaping. It says that you will always be compensated for your efforts and for your contribution, whatever it is, however much or however little.
Increase Your Value
This Law of Compensation also says that you can never be compensated in the long term for more than you put in. The income you earn today is your compensation for what you have done in the past. If you want to increase your compensation, you must increase the value of your contribution.
Fill Your Mind With Success
Your mental attitude, your feelings of happiness and satisfaction, are also the result of the things that you have put into your own mind. If you fill your own mind with thoughts, visions and ideas of success, happiness and optimism, you will be compensated by those positive experiences in your daily activities
Do More Than You're Paid For
Another corollary of the Law of Sowing and Reaping is what is sometimes called the, "Law of Overcompensation." This law says that great success comes from those who always make it a habit to put in more than they take out. They do more than they are paid for. They are always looking for opportunities to exceed expectations. And because they are always overcompensating, they are always being over rewarded with the esteem of their employers and customers and with the financial rewards that go along with their personal success.
Provide the Causes, Enjoy The Effects
One of your main responsibilities in life is to align yourself and your activities with Law of Cause and Effect (and its corollaries), accepting that it is an inexorable law that always works, whether anyone is looking or not. Your job is to institute the causes that are consistent with the effects that you want to enjoy in your life. When you do, you will realize and enjoy the rewards you desire.
Action Exercises
Here are two things you can do immediately to put these ideas into action.
First, remind yourself regularly that your rewards will always be in direct proportion to your service to others. How could you increase the value of your services to your customers today?
Second, look for ways to go the extra mile, to use the Law of Overcompensation in everything you do. This is the great secret of success.
You Get What You Give
Ralph Waldo Emerson, in his essay, "Compensation," wrote that each person is compensated in like manner for that which he or she has contributed. The Law of Compensation is another restatement of the Law of Sowing and Reaping. It says that you will always be compensated for your efforts and for your contribution, whatever it is, however much or however little.
Increase Your Value
This Law of Compensation also says that you can never be compensated in the long term for more than you put in. The income you earn today is your compensation for what you have done in the past. If you want to increase your compensation, you must increase the value of your contribution.
Fill Your Mind With Success
Your mental attitude, your feelings of happiness and satisfaction, are also the result of the things that you have put into your own mind. If you fill your own mind with thoughts, visions and ideas of success, happiness and optimism, you will be compensated by those positive experiences in your daily activities
Do More Than You're Paid For
Another corollary of the Law of Sowing and Reaping is what is sometimes called the, "Law of Overcompensation." This law says that great success comes from those who always make it a habit to put in more than they take out. They do more than they are paid for. They are always looking for opportunities to exceed expectations. And because they are always overcompensating, they are always being over rewarded with the esteem of their employers and customers and with the financial rewards that go along with their personal success.
Provide the Causes, Enjoy The Effects
One of your main responsibilities in life is to align yourself and your activities with Law of Cause and Effect (and its corollaries), accepting that it is an inexorable law that always works, whether anyone is looking or not. Your job is to institute the causes that are consistent with the effects that you want to enjoy in your life. When you do, you will realize and enjoy the rewards you desire.
Action Exercises
Here are two things you can do immediately to put these ideas into action.
First, remind yourself regularly that your rewards will always be in direct proportion to your service to others. How could you increase the value of your services to your customers today?
Second, look for ways to go the extra mile, to use the Law of Overcompensation in everything you do. This is the great secret of success.
Saturday, July 04, 2009
Take change in stride
Darwin’s theory of natural selection is commonly summed up as the survival of the fittest. This theory suggests that nature selects organisms which are better suited to the current environment to survive and reproduce, hence allowing only the fittest to prevail.
Harsh as it may seem, this theory applies in the working world as well.
BE PREPARED
Entering a new workplace poses many challenges: getting used to a new culture, integrating with different colleagues and dealing with the demands of a new job.
These prospects may seem daunting initially, especially if you are a reserved person who is uncomfortable about stepping out of your comfort zone.
However, with the right mindset, change can be a positive experience and the transition to a new workplace an enjoyable and insightful process.
For this to happen, you need to understand why cultivating the skills to adapt to a new environment is important.
Change management is becoming an increasingly important issue. With volatile financial markets resulting in the restructuring of many organisations, it is crucial to learn how to alter your strategy and respond to these changes.
Many people enter a new job solely concerned about coping with the job scope and ignoring other aspects such as developing relationships with colleagues and adapting to the culture.
Consider the example of an analyst from a small fund management firm with flexible hours and lunch breaks, where members of the same department always eat together, joining a global bank where relationships among colleagues are less personal and hours are more stringent.
If the analyst is not prepared for such an immense change in his working environment, it is likely that he will be unhappy and feel that his colleagues are very unfriendly, when in actual fact they are merely doing what they are used to.
On the other hand, if the analyst had thought about the kind of environment he may face and how to respond to it, he will feel less upset and not allow it to affect his performance in any way.
BE PROACTIVE
Change can occur in two ways — as a response to a situation or as a choice. Most people end up responding to adverse environments rather then preempting situations and acting in a manner that makes the best of them.
Let us assume the analyst has always been working independently and has greater control over making decisions. But now he has to report to a manager who wants to be consulted on most matters.
If the analyst has not researched the working culture of his new firm, he may end up feeling restricted. This situation may provoke him to make unauthorised decisions or cause him to perform below par.
If he had embraced the change positively, he could have discussed the scope of his job in detail with his manager prior to starting work. His manager may have even been willing to give him more leeway, resulting in a happier outcome for the analyst.
This example illustrates how important it is to act rather than to react. Every environment has its unique strong points. The key to successfully adapting to a new environment is not to completely abandon the old but to identify and consciously select which of your old habits will be useful in your new environment.
The trickiest part of successfully integrating into a new environment is handling human relationships successfully. Though you want to create a support system of friends, you do not want to come across as overeager and insincere when you are first settling in.
Be honest and warm, and you will come across as genuine to your colleagues. Establish strong relationships with your managers, as they are the ones who will help you when you face difficult situations.
Enter a new job with an open mind and welcome the idea of learning from different cultures and people.
Learning to embrace change in your working environment and treating it as a learning experience will lead to greater personal growth and happiness.
Harsh as it may seem, this theory applies in the working world as well.
BE PREPARED
Entering a new workplace poses many challenges: getting used to a new culture, integrating with different colleagues and dealing with the demands of a new job.
These prospects may seem daunting initially, especially if you are a reserved person who is uncomfortable about stepping out of your comfort zone.
However, with the right mindset, change can be a positive experience and the transition to a new workplace an enjoyable and insightful process.
For this to happen, you need to understand why cultivating the skills to adapt to a new environment is important.
Change management is becoming an increasingly important issue. With volatile financial markets resulting in the restructuring of many organisations, it is crucial to learn how to alter your strategy and respond to these changes.
Many people enter a new job solely concerned about coping with the job scope and ignoring other aspects such as developing relationships with colleagues and adapting to the culture.
Consider the example of an analyst from a small fund management firm with flexible hours and lunch breaks, where members of the same department always eat together, joining a global bank where relationships among colleagues are less personal and hours are more stringent.
If the analyst is not prepared for such an immense change in his working environment, it is likely that he will be unhappy and feel that his colleagues are very unfriendly, when in actual fact they are merely doing what they are used to.
On the other hand, if the analyst had thought about the kind of environment he may face and how to respond to it, he will feel less upset and not allow it to affect his performance in any way.
BE PROACTIVE
Change can occur in two ways — as a response to a situation or as a choice. Most people end up responding to adverse environments rather then preempting situations and acting in a manner that makes the best of them.
Let us assume the analyst has always been working independently and has greater control over making decisions. But now he has to report to a manager who wants to be consulted on most matters.
If the analyst has not researched the working culture of his new firm, he may end up feeling restricted. This situation may provoke him to make unauthorised decisions or cause him to perform below par.
If he had embraced the change positively, he could have discussed the scope of his job in detail with his manager prior to starting work. His manager may have even been willing to give him more leeway, resulting in a happier outcome for the analyst.
This example illustrates how important it is to act rather than to react. Every environment has its unique strong points. The key to successfully adapting to a new environment is not to completely abandon the old but to identify and consciously select which of your old habits will be useful in your new environment.
The trickiest part of successfully integrating into a new environment is handling human relationships successfully. Though you want to create a support system of friends, you do not want to come across as overeager and insincere when you are first settling in.
Be honest and warm, and you will come across as genuine to your colleagues. Establish strong relationships with your managers, as they are the ones who will help you when you face difficult situations.
Enter a new job with an open mind and welcome the idea of learning from different cultures and people.
Learning to embrace change in your working environment and treating it as a learning experience will lead to greater personal growth and happiness.
Are you trying too hard?
WHAT happens when you run a machine too hard and too long?
It burns out. The same thing happens to a human machine — you. When people struggle too hard and too long to reach a goal, they burn out.
Burnout is a state of fatigue and/or frustration brought on by an intense pursuit of a goal or devotion to a cause. It brings on a series of physical, emotional and psychological problems.
VICTIMS OF BURNOUT
Super achievers often suffer from burnout. They usually have overly full schedules and yet still find the time to take on more.
They have a difficult time saying “no” to the requests of others.
When working on projects, they usually do more than their share. Part of their problem relates to their inability or unwillingness to delegate things to others.
They like things done right and done on time. Consequently, they do almost everything themselves.
I liken burnout victims to jugglers. They pick up three balls — jobs, tasks and causes — and start juggling them.
Once they feel competent enough, they pick up two more balls. Then, three more. Now, they are juggling eight tasks at the same time.
Other people marvel at the burnout victim’s ability to do so many things at the same time.
The victim’s response is: “I work well under pressure.” That is true.
However, nobody works well under extreme levels of tension and pressure for extended periods of time.
Eventually, the overall quality of the victim’s work diminishes, and people around him become increasingly sceptical, disappointed and critical of his work.
The victim senses these negative feelings and overcompensates by pushing himself even harder.
He actually picks up four more balls for his juggling act. The quality of his work deteriorates even further. And the vicious cycle of burnout claims another victim.
LOSING PERSPECTIVE
People who fall prey to burnout are not incompetent in their work. They have simply lost their perspective of what is really important in life.
They strive too hard to reach a goal in one area of their lives, such as their business or profession, and let the other areas, such as their family, social and personal lives, flounder.
They usually do not heed the warning signals or symptoms of burnout because they honestly believe things will get better soon. They don’t!
Burnout victims simply expose themselves to too much stress over too short a period of time, and they crash and burn.
Even when they are lucky enough to achieve their goal and get what they want, it usually isn’t what they expected.
In other words, the reward doesn’t seem to compensate them for their efforts.
SIGNS OF BURNING OUT
If you are suffering from burnout, you are probably exhibiting some or all of the burnout symptoms.
These include constant exhaustion, paranoia, forgetfulness, emotional tension, boredom, lethargy, impatience, irritability, scepticism and cynicism, and a superman complex — you feel all-powerful.
Do not rush to the burnout doctor if you are experiencing some of these symptoms. It is common for people to experience some of these ills occasionally, yet temporarily, in some areas of their lives.
Burnout victims have symptoms that are constant, growing and pervasive throughout all aspects of their lives. They are truly sick physically and emotionally.
Being successful is not easy. It takes hard work, smart work and dedication.
However, if you try too hard to succeed at the expense of other areas of your life, it is only a matter of time before you burn out.
The consequences of burnout are not pretty. You do not have to fall victim to it if you keep your goals in perspective and your total life in balance. You will be successful in all areas of your life, not just work.
HOW TO AVOID BURNOUT
● Know your limits — learn to say “no”.
● Learn to delegate parts of your work.
● Strive for a work-life balance by committing time to family, friends, a hobby or an interest.
● You may need counselling if you have difficulty doing the first three.
Article by Dr Tony Alessandra, the president of Online Assessments and co-founder of MentorU.com, an online e-learning company.
It burns out. The same thing happens to a human machine — you. When people struggle too hard and too long to reach a goal, they burn out.
Burnout is a state of fatigue and/or frustration brought on by an intense pursuit of a goal or devotion to a cause. It brings on a series of physical, emotional and psychological problems.
VICTIMS OF BURNOUT
Super achievers often suffer from burnout. They usually have overly full schedules and yet still find the time to take on more.
They have a difficult time saying “no” to the requests of others.
When working on projects, they usually do more than their share. Part of their problem relates to their inability or unwillingness to delegate things to others.
They like things done right and done on time. Consequently, they do almost everything themselves.
I liken burnout victims to jugglers. They pick up three balls — jobs, tasks and causes — and start juggling them.
Once they feel competent enough, they pick up two more balls. Then, three more. Now, they are juggling eight tasks at the same time.
Other people marvel at the burnout victim’s ability to do so many things at the same time.
The victim’s response is: “I work well under pressure.” That is true.
However, nobody works well under extreme levels of tension and pressure for extended periods of time.
Eventually, the overall quality of the victim’s work diminishes, and people around him become increasingly sceptical, disappointed and critical of his work.
The victim senses these negative feelings and overcompensates by pushing himself even harder.
He actually picks up four more balls for his juggling act. The quality of his work deteriorates even further. And the vicious cycle of burnout claims another victim.
LOSING PERSPECTIVE
People who fall prey to burnout are not incompetent in their work. They have simply lost their perspective of what is really important in life.
They strive too hard to reach a goal in one area of their lives, such as their business or profession, and let the other areas, such as their family, social and personal lives, flounder.
They usually do not heed the warning signals or symptoms of burnout because they honestly believe things will get better soon. They don’t!
Burnout victims simply expose themselves to too much stress over too short a period of time, and they crash and burn.
Even when they are lucky enough to achieve their goal and get what they want, it usually isn’t what they expected.
In other words, the reward doesn’t seem to compensate them for their efforts.
SIGNS OF BURNING OUT
If you are suffering from burnout, you are probably exhibiting some or all of the burnout symptoms.
These include constant exhaustion, paranoia, forgetfulness, emotional tension, boredom, lethargy, impatience, irritability, scepticism and cynicism, and a superman complex — you feel all-powerful.
Do not rush to the burnout doctor if you are experiencing some of these symptoms. It is common for people to experience some of these ills occasionally, yet temporarily, in some areas of their lives.
Burnout victims have symptoms that are constant, growing and pervasive throughout all aspects of their lives. They are truly sick physically and emotionally.
Being successful is not easy. It takes hard work, smart work and dedication.
However, if you try too hard to succeed at the expense of other areas of your life, it is only a matter of time before you burn out.
The consequences of burnout are not pretty. You do not have to fall victim to it if you keep your goals in perspective and your total life in balance. You will be successful in all areas of your life, not just work.
HOW TO AVOID BURNOUT
● Know your limits — learn to say “no”.
● Learn to delegate parts of your work.
● Strive for a work-life balance by committing time to family, friends, a hobby or an interest.
● You may need counselling if you have difficulty doing the first three.
Article by Dr Tony Alessandra, the president of Online Assessments and co-founder of MentorU.com, an online e-learning company.
Listen before you lead
THE recent exit of many high-profile chief executive officers (CEOs) from the corporate world brings to mind the story of the Three Envelopes.
The story begins when a major organisation undergoes a leadership change. As the incumbent steps out of the office, the new CEO approaches him for advice.
The outgoing CEO says: “I am sure you will do a great job here, but if you meet any problems, here are three envelopes with solutions. You should open the envelopes according to the numbered sequence.”
During the first 100 days of the leadership transition, the new CEO experiences poor financial performance, late product deliveries, many complaints and low employee morale.
He needs a quick fix, so he opens the first envelope. He pulls out a piece of paper. It says: “Blame your predecessor.” So he blames his predecessor for the problems he inherited.
Nine months later, there is still no improvement. He opens the second envelope and it says: “Blame your staff.”
The CEO goes on a witch-hunt and reduces the company headcount by almost half. By the end of the second year, the financial performance is worse than when he started. Desperate, he opens the third envelope that says: “Prepare three envelopes.”
If you had to prepare similar envelopes for your successor, what advice would you give? Here is what you should write:
Envelope 1: Listen and lead with questions
Whether you are newly heading a group or an organisation, lead with questions. When a leader asks questions in a considerate, consistent and respectful manner, uncertainty and ambiguity are removed, and better understanding is created.
When a leader presents an issue to the group, everyone assumes he understands the problem. Such assumptions may unnecessarily increase ambiguity and uncertainty.
Everyone wants to know more in less time. When a leader listens attentively and follows up with the right questions, he conveys respect to the group and encourages the employees to see him as a thinker and problem-solver.
For example, if a product launch is late, there may be several reasons for this, for example, delays in approving prototypes or a lack of raw materials.
The leader and his group cannot learn the real reason without asking questions. Only when the leader asks, “What do you think the issue is?” does his staff start to ruminate on the issues at hand and finally identify initiatives to address them.
Envelope 2: Listen and build trust
Establishing trust during the first 100 days of leadership transition is crucial. Trust unites people. This happens through matching the three V-elements of communication: visual, vocal and verbal.
If a leader wants his message to be understood, he must not trigger fear. He must learn to be a perceptive listener and careful observer of verbal and other nuances to help him understand his employees’ mindset and how they see him.
Listening builds respect and trust. Employees respond better to leaders who listen to them.
Envelope 3: Listen and inspire change
Understanding yourself and the impact you have on others help you listen better and inspire change. If a leader imposes his authority to coerce others, the first impression others have of him — tyrannical — will be a lasting one.
People are willing to consider change if they are also allowed to share their views. Unfortunately, most leadership communication begins as a monologue or directive, telling people what to do or to follow the way things have always been practised.
If the leader appeals to his people using only logic, he misses the chance of connecting emotionally to inspire change. Instead, he should start a dialogue with his staff.
When employees feel they are being heard, they become enthusiastic and may even come up with new ideas to solve a problem, or be more receptive to change.
Pressure for results
Racing against time, new leaders have to show results within the first 100 days and significant improvement within two years. If he fails to do so, he will end up preparing three envelopes.
Leaders in transition sometimes fail because of problems with leading their people and not their incompetence.
Managing and leading in this situation requires a delicate balance. Effective listening provides leaders with the necessary skills to maintain this balance.
Article by I. Warton Ong, the managing director of a US firm based in Singapore.
The story begins when a major organisation undergoes a leadership change. As the incumbent steps out of the office, the new CEO approaches him for advice.
The outgoing CEO says: “I am sure you will do a great job here, but if you meet any problems, here are three envelopes with solutions. You should open the envelopes according to the numbered sequence.”
During the first 100 days of the leadership transition, the new CEO experiences poor financial performance, late product deliveries, many complaints and low employee morale.
He needs a quick fix, so he opens the first envelope. He pulls out a piece of paper. It says: “Blame your predecessor.” So he blames his predecessor for the problems he inherited.
Nine months later, there is still no improvement. He opens the second envelope and it says: “Blame your staff.”
The CEO goes on a witch-hunt and reduces the company headcount by almost half. By the end of the second year, the financial performance is worse than when he started. Desperate, he opens the third envelope that says: “Prepare three envelopes.”
If you had to prepare similar envelopes for your successor, what advice would you give? Here is what you should write:
Envelope 1: Listen and lead with questions
Whether you are newly heading a group or an organisation, lead with questions. When a leader asks questions in a considerate, consistent and respectful manner, uncertainty and ambiguity are removed, and better understanding is created.
When a leader presents an issue to the group, everyone assumes he understands the problem. Such assumptions may unnecessarily increase ambiguity and uncertainty.
Everyone wants to know more in less time. When a leader listens attentively and follows up with the right questions, he conveys respect to the group and encourages the employees to see him as a thinker and problem-solver.
For example, if a product launch is late, there may be several reasons for this, for example, delays in approving prototypes or a lack of raw materials.
The leader and his group cannot learn the real reason without asking questions. Only when the leader asks, “What do you think the issue is?” does his staff start to ruminate on the issues at hand and finally identify initiatives to address them.
Envelope 2: Listen and build trust
Establishing trust during the first 100 days of leadership transition is crucial. Trust unites people. This happens through matching the three V-elements of communication: visual, vocal and verbal.
If a leader wants his message to be understood, he must not trigger fear. He must learn to be a perceptive listener and careful observer of verbal and other nuances to help him understand his employees’ mindset and how they see him.
Listening builds respect and trust. Employees respond better to leaders who listen to them.
Envelope 3: Listen and inspire change
Understanding yourself and the impact you have on others help you listen better and inspire change. If a leader imposes his authority to coerce others, the first impression others have of him — tyrannical — will be a lasting one.
People are willing to consider change if they are also allowed to share their views. Unfortunately, most leadership communication begins as a monologue or directive, telling people what to do or to follow the way things have always been practised.
If the leader appeals to his people using only logic, he misses the chance of connecting emotionally to inspire change. Instead, he should start a dialogue with his staff.
When employees feel they are being heard, they become enthusiastic and may even come up with new ideas to solve a problem, or be more receptive to change.
Pressure for results
Racing against time, new leaders have to show results within the first 100 days and significant improvement within two years. If he fails to do so, he will end up preparing three envelopes.
Leaders in transition sometimes fail because of problems with leading their people and not their incompetence.
Managing and leading in this situation requires a delicate balance. Effective listening provides leaders with the necessary skills to maintain this balance.
Article by I. Warton Ong, the managing director of a US firm based in Singapore.
Busy like a bee?
IN TODAY’S fast-moving business environment, how many times have you heard: “Sorry, I’m too busy!”
It is a sad fact, but how busy are we really? Indeed, many people put in long hours. They are certainly dedicated but how efficient are they?
More often than not, people do not prioritise their activities and get overloaded with mundane details.
The consequence is long hours at work, frustration, stress and a feeling of not having accomplished anything very useful. How motivated can these people be in these conditions?
Here are some quick tips that will help prioritise work and which will lead to more efficiency, less stress and more accountability.
In order to focus on the essential, organise your activities in four simple categories:
1 URGENT AND IMPORTANT
In this case, action is necessary because activities in this category will prove to be essential not only for the good of the business in general but will help keep deadlines and improve the knock-on effect experienced by colleagues and subordinates who have a role to play in the bigger picture.
The actions under this heading are usually characterised by important deadlines and if the latter are not met, unfortunate consequences will be the result.
A simple example of this is closing the payroll on time. Another example is providing an input which is vital for a major decision to be taken. This is especially true for projects where interdependency of team members is essential.
2 NOT URGENT BUT IMPORTANT
These activities are more strategic in nature, requiring more thought and possibly the involvement of subject experts. Due process will have to take place to gain the commitment of key stakeholders.
Quality time needs to be devoted to these activities as ultimately, they will migrate to the first category. If important (but not urgent) matters are left on the backburner too long, expediency will take over from a well-thought through piece of work, essential for the project to succeed on time.
A typical example in this category is the re- engineering of a product portfolio to ensure market share growth and meeting the expectations of ever-more demanding clients.
3 URGENT BUT NOT IMPORTANT
If this is the case, you may wish to consider delegating these activities to a competent administrator. Make sure you choose someone who has demonstrated a punctilious attention to detail. You will be delegating to peoples’ strengths and the probability of expediting these activities with precision will be increased.
An example of this is responding to an overdue query on a minor issue.
4 NOT URGENT AND NOT IMPORTANT
These activities should be scrutinised because they will constitute the bulk of unnecessary interference that will lead to a waste of time and will make people “just busy”.
Sifting through all the e-mails that are copied “for information only” is an example of this. So many e-mails are copied to so many people that they create confusion as to who has to do what.
This results in more useless work. Streamlining communications so that only those who are accountable get a copy should be the rule.
TEAMWORK
For all the four categories above, there is an important caveat: To whom are the activities and their consequences urgent, important or not?
This is where teamwork comes into play. It is a question of perception because what could be seen, say, as “not urgent and not important” to one person could be essential for a colleague.
An example of this is the constant chasing of managers by HR personnel to get performance appraisals in on time so that salary revisions can take place in a seamless manner.
It is therefore essential that when listing one’s own priorities, to take into account the needs of colleagues for the benefit of the whole organisation, rather than one single department.
This teamwork aspect will not fundamentally change the four categories described above but will only give them a new perspective.
FOR A MORE PRODUCTIVE WORKLIFE
In order to increase productivity, it is well worthwhile asking yourself in which category does your activity fall. Simply prioritising activities will cut through the chaff and help you focus on what you really have to do, rather than keeping yourself busy with unnecessary clutter.
Over a period of time, things will look simpler, more focus will emerge, details will not be overlooked and teamwork will be of the essence. These will lead to increased productivity, less frustration and stress and a higher sense of achievement and pride.
It is a sad fact, but how busy are we really? Indeed, many people put in long hours. They are certainly dedicated but how efficient are they?
More often than not, people do not prioritise their activities and get overloaded with mundane details.
The consequence is long hours at work, frustration, stress and a feeling of not having accomplished anything very useful. How motivated can these people be in these conditions?
Here are some quick tips that will help prioritise work and which will lead to more efficiency, less stress and more accountability.
In order to focus on the essential, organise your activities in four simple categories:
1 URGENT AND IMPORTANT
In this case, action is necessary because activities in this category will prove to be essential not only for the good of the business in general but will help keep deadlines and improve the knock-on effect experienced by colleagues and subordinates who have a role to play in the bigger picture.
The actions under this heading are usually characterised by important deadlines and if the latter are not met, unfortunate consequences will be the result.
A simple example of this is closing the payroll on time. Another example is providing an input which is vital for a major decision to be taken. This is especially true for projects where interdependency of team members is essential.
2 NOT URGENT BUT IMPORTANT
These activities are more strategic in nature, requiring more thought and possibly the involvement of subject experts. Due process will have to take place to gain the commitment of key stakeholders.
Quality time needs to be devoted to these activities as ultimately, they will migrate to the first category. If important (but not urgent) matters are left on the backburner too long, expediency will take over from a well-thought through piece of work, essential for the project to succeed on time.
A typical example in this category is the re- engineering of a product portfolio to ensure market share growth and meeting the expectations of ever-more demanding clients.
3 URGENT BUT NOT IMPORTANT
If this is the case, you may wish to consider delegating these activities to a competent administrator. Make sure you choose someone who has demonstrated a punctilious attention to detail. You will be delegating to peoples’ strengths and the probability of expediting these activities with precision will be increased.
An example of this is responding to an overdue query on a minor issue.
4 NOT URGENT AND NOT IMPORTANT
These activities should be scrutinised because they will constitute the bulk of unnecessary interference that will lead to a waste of time and will make people “just busy”.
Sifting through all the e-mails that are copied “for information only” is an example of this. So many e-mails are copied to so many people that they create confusion as to who has to do what.
This results in more useless work. Streamlining communications so that only those who are accountable get a copy should be the rule.
TEAMWORK
For all the four categories above, there is an important caveat: To whom are the activities and their consequences urgent, important or not?
This is where teamwork comes into play. It is a question of perception because what could be seen, say, as “not urgent and not important” to one person could be essential for a colleague.
An example of this is the constant chasing of managers by HR personnel to get performance appraisals in on time so that salary revisions can take place in a seamless manner.
It is therefore essential that when listing one’s own priorities, to take into account the needs of colleagues for the benefit of the whole organisation, rather than one single department.
This teamwork aspect will not fundamentally change the four categories described above but will only give them a new perspective.
FOR A MORE PRODUCTIVE WORKLIFE
In order to increase productivity, it is well worthwhile asking yourself in which category does your activity fall. Simply prioritising activities will cut through the chaff and help you focus on what you really have to do, rather than keeping yourself busy with unnecessary clutter.
Over a period of time, things will look simpler, more focus will emerge, details will not be overlooked and teamwork will be of the essence. These will lead to increased productivity, less frustration and stress and a higher sense of achievement and pride.
The value of tough times
GREAT men know that difficult times spurred them to greater heights. The presence of a tough competitor pushed one sprinter to break record. A personal crisis doubled the resolve of an underdog boxer to create an upset victory for his loved ones. A poverty stricken kid, hungry for most of his childhood life, went to become a successful and wealthy entrepreneur.
We actually have a better chance to win during tough times compared to normal times.
Victor Hugo, a French poet and novelist, said it best: “Crises have always been necessary to progress. It was darkness which produced the lamp. It was fog that produced the compass. It was hunger that drove us to exploration. And it took a depression to teach us the real value of a job.”
As a change management consultant, I see great value in the global crisis confronting us today.
Change acceptance
It is hard to believe how difficult it is just to get people to change a simple habit during normal times. John, the general manager of a software distribution company, had been trying very hard to get people to be punctual at meetings. He had e-mailed stern memos, raised his voice in past meetings and even threatened to penalise staff for being late for meetings. Nothing seemed to work.
However, recently, due to the recession, the company was going through tough times and was considering reducing the number of working days.
John noticed that every meeting he called for since then was attended by all punctually!
During good times, people have great resistance to change. The upside of a crisis is that people’s acceptance of change suddenly increases many fold.
Most employees go about their work without a sense of urgency, be it serving customers, saving costs or winning a business.
In fact, most employees will avoid doing work which they can put off till tomorrow, especially if they can get away with it.
A crisis heightens the sense of urgency among employees, as all their actions and results are now under scrutiny. Suddenly the management starts to follow up very closely on what people said they will do.
The sense of urgency is increased because staff realise that management is serious about taking people to task if they do not perform.
They know that the management may not have a choice of firing those non-performers if the company is going down.
Note the blind spots
Success leads to complacency. When one becomes complacent, one begins to experience the irrational exuberance which eventually leads to a downfall. During the economic boom, a company’s inefficiencies are camouflaged by sales growth and profits.
Ironically, it was only when the 158-year-old Wall Street giant, Lehman Brothers filed for Chapter 11 bankruptcy protection, a stunning collapse that may leave thousands of employees without jobs, that woke up the Americans and the financial community throughout the world. Overnight, everyone become aware of the blind spot – regarding the risks of subprime mortgages and over-leveraging through creating paper assets.
It is widely believed that a person is most creative when left alone and given ample leeway. Many managers have confided in me that this approach does not work and I agree with them.
The reason is that most people do not fit the artist, painter or mad scientist mould. The common man needs a little nudge for creativity to be inspired.
My idea of creativity is akin to the concept, “I create with pleasure under pressure.” I believe in the adage: “Necessity is the mother of all invention.”
When we have the luxury of time and all the resources at our disposal, it seems very convenient to procrastinate or turn in old ideas. During crisis times, when one has little choice but to succeed or survive, it is amazing how creative juices start to flow.
The irony of human behaviour is that an individual is more inclined towards self-interest unless the group he or she belongs to is under attack by an outsider. Likewise, often there is much in-fighting within an organisation as they do not perceive a serious enough outside threat. During normal times, individuals often fight one another to defend their turf. However, during a crisis, when their market share starts to plummet due to some over-eager competitors dumping prices, people become more committed to working together and to ensure the company survives. They suddenly feel the sense of belonging and pride to defend their many years of efforts through thick and thin to build the company to what it is today.
Elicit great leadership
People are rarely born to be great leaders. Neither can we merely develop great leaders. People become great leaders because they are faced with and overcome extraordinary challenges. As such, this global financial meltdown, with all its adverse implications on the economy and businesses, certainly provides an environment to elicit great leadership.
As the great Italian poet, Horace said: “Adversity reveals genius, prosperity conceals it.”
by CEO of KL Strategic Change Consulting Group
We actually have a better chance to win during tough times compared to normal times.
Victor Hugo, a French poet and novelist, said it best: “Crises have always been necessary to progress. It was darkness which produced the lamp. It was fog that produced the compass. It was hunger that drove us to exploration. And it took a depression to teach us the real value of a job.”
As a change management consultant, I see great value in the global crisis confronting us today.
Change acceptance
It is hard to believe how difficult it is just to get people to change a simple habit during normal times. John, the general manager of a software distribution company, had been trying very hard to get people to be punctual at meetings. He had e-mailed stern memos, raised his voice in past meetings and even threatened to penalise staff for being late for meetings. Nothing seemed to work.
However, recently, due to the recession, the company was going through tough times and was considering reducing the number of working days.
John noticed that every meeting he called for since then was attended by all punctually!
During good times, people have great resistance to change. The upside of a crisis is that people’s acceptance of change suddenly increases many fold.
Most employees go about their work without a sense of urgency, be it serving customers, saving costs or winning a business.
In fact, most employees will avoid doing work which they can put off till tomorrow, especially if they can get away with it.
A crisis heightens the sense of urgency among employees, as all their actions and results are now under scrutiny. Suddenly the management starts to follow up very closely on what people said they will do.
The sense of urgency is increased because staff realise that management is serious about taking people to task if they do not perform.
They know that the management may not have a choice of firing those non-performers if the company is going down.
Note the blind spots
Success leads to complacency. When one becomes complacent, one begins to experience the irrational exuberance which eventually leads to a downfall. During the economic boom, a company’s inefficiencies are camouflaged by sales growth and profits.
Ironically, it was only when the 158-year-old Wall Street giant, Lehman Brothers filed for Chapter 11 bankruptcy protection, a stunning collapse that may leave thousands of employees without jobs, that woke up the Americans and the financial community throughout the world. Overnight, everyone become aware of the blind spot – regarding the risks of subprime mortgages and over-leveraging through creating paper assets.
It is widely believed that a person is most creative when left alone and given ample leeway. Many managers have confided in me that this approach does not work and I agree with them.
The reason is that most people do not fit the artist, painter or mad scientist mould. The common man needs a little nudge for creativity to be inspired.
My idea of creativity is akin to the concept, “I create with pleasure under pressure.” I believe in the adage: “Necessity is the mother of all invention.”
When we have the luxury of time and all the resources at our disposal, it seems very convenient to procrastinate or turn in old ideas. During crisis times, when one has little choice but to succeed or survive, it is amazing how creative juices start to flow.
The irony of human behaviour is that an individual is more inclined towards self-interest unless the group he or she belongs to is under attack by an outsider. Likewise, often there is much in-fighting within an organisation as they do not perceive a serious enough outside threat. During normal times, individuals often fight one another to defend their turf. However, during a crisis, when their market share starts to plummet due to some over-eager competitors dumping prices, people become more committed to working together and to ensure the company survives. They suddenly feel the sense of belonging and pride to defend their many years of efforts through thick and thin to build the company to what it is today.
Elicit great leadership
People are rarely born to be great leaders. Neither can we merely develop great leaders. People become great leaders because they are faced with and overcome extraordinary challenges. As such, this global financial meltdown, with all its adverse implications on the economy and businesses, certainly provides an environment to elicit great leadership.
As the great Italian poet, Horace said: “Adversity reveals genius, prosperity conceals it.”
by CEO of KL Strategic Change Consulting Group
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