SPORTS champions know how to win and accomplish their dreams. They have learned the secrets of being the best at mental game concepts. They know what these principles mean, and they honour and apply them during their training and in competitions.
Examine the following winning principles of sports and see how you can apply them to your daily life:
1 Extra effort
Going the extra mile can make the difference between winning and coming second. It means making the extra effort when you are tired, when victory is not guaranteed or when the situation looks bleak. Champions routinely push themselves to be where they are.
2 Get it done
High achievers use this phrase constantly to display their commitment to the task at hand.
Once they have committed themselves to winning, they will do whatever it takes to beat the odds and there is no doubt that they will usually succeed.
3 The killer instinct
Champions know how to finish off a competition once they establish a lead. They have no qualms about defeating the opponent. They keep their sights aimed at victory and are unrelenting as they forge ahead.
4 Raising your game
Champions know that they need to step up their performance levels at various stages of a contest. To seize the opportunity to win, the champion digs deep within himself for the allencompassing desire to succeed, taking him to the next level.
5 Coming from behind
Champions know how to win even on a bad day. They hope for the best but also expect the worst. They are able to pick themselves up and find a way to win, even if it is not a pretty sight.
6 Playing to win
Champions are not bashful or ashamed to say that they love to win. They play positively, confidently and are out to win. They take bold, yet reasoned chances, and believe they will emerge victorious.
7 Avoid playing with fear
Losers play with fear. They worry about making errors, indecisive and doubt themselves. When they are in the lead, they are fearful of losing it.
On the other hand, champions hate to lose more than they love to win and will do everything in their power to achieve victory.
8 Avoid “protecting a lead”
Champions don’t attempt to protect leads; they seek to increase them. Losers concentrate on protecting a lead and end up squandering it.
Champions step up to the plate and push themselves harder because they let the surge of confidence take over and increase their momentum.
9 Digging deep
Champions live for those pivotal make or break moments. Theycompeteto have a taste of those moments when an additional backbreaking push will propel them to victory. They want to have a story to tell and want their triumph to go down in history.
10 In the zone
High achievers know how to climb into an optimal performance zone and ride the wave of success. They know how to get into the flow and allow victory to happen.
11 Getting the momentum
Peak performers understand and use momentum to their advantage. Every competition has momentum and the secret is to identify and tap into it. Winners increase their success by ramping up energy levels and taking chances.
12 Don’t play mind games
A true champion does not play mind games. A champion is already aware of the potential mind games his opponents may use and is ready for them.
Some champions are born this way; some developed these winning attributes. Be inspired by these champions and model yourself on them. If they can win the mental game of sport, you can win the mental game of life.
Article by Bill Cole, a leading authority on peak performance, mental toughness and coaching.
Saturday, November 28, 2009
Impress at your appraisal
APPRAISALS can be a nerve-wracking or uncomfortable experience for some people.
It is a time when employees are evaluated against their company’s expectations, and they have to take stock of their performance and achievements (or under-achievements) and justify their next pay increment or promotion.
Understandably, it requires more than just confidence to do well at these appraisals.
Here are some tips on how you can prepare and impress your boss at your next appraisal:
1 Prepare, prepare, prepare
Although many employees know that appraisals are important, time and again, they do not do their homework beforehand.
An appraisal is not meant to be a session for idle chit-chat.
It is a formal system to review, assess and record your work performance.
This evaluation will ultimately lead to decisions that may have a long-term impact on your career.
Therefore, you must be thoroughly prepared with the information and data that is relevant to your work and contributions.
Refer to your previous appraisal: Have you followed up on and resolved any issues that may have arisen then?
Pay particular attention to any special projects or things you had committed to, and provide a status report.
If you have not achieved or completed the things that you were expected to, be prepared to give a good explanation, backing it up with reasons.
Be careful not to lay the blame on anyone. Stick to the facts and offer your insights as professionally and objectively as possible.
2 Learn to listen
Often, employees go for their appraisal meeting with lots of things they want to say, but it is equally important to listen to what your appraiser is saying.
Always let your appraiser set the tone and agenda of the appraisal. Pay close attention to the issues or points he raises and respond to them accordingly.
At the end of the discussion, bring up any points you would like to address that have not already been covered by your appraiser.
By learning to listen first, you can better understand your appraiser’s line of thinking, which will help you focus your responses and deal with each issue or question as it comes up.
3 Stay professional
Appraisals can be emotionally taxing on both the appraiser and the person being appraised.
Both positive and negative issues will inevitably be raised and judgments made.
There may be uncomfortable moments where employees are pressured to give justifications for their work performance, behaviours and shortcomings.
Typical reactions in some employees during appraisals include denial, laying blame, anger, withdrawing into silence and even tears.
It is important to understand that the appraisal is meant to be an exercise not only to review and acknowledge your achievements, but also to identify areas for further development and those that may need improvement.
At all times, remain professional and refrain from any form of emotional outburst.
It is important that you view constructive criticism as valuable feedback and focus constantly on your desired solutions and outcomes. Ask for clarification on any contentious issues and try to address them on the spot.
4 Mind your body language
When you are in an appraisal setting, everything about you — work, behaviour, attitude, strengths and weaknesses — will be evaluated and reviewed.
Hence, the things you say, how you choose to say them and what you are doing while saying them, can have a dramatic effect on the messages that you are sending across to the receiver.
Do not sit slumped in your chair or with your arms crossed. Instead, sit up straight and lean slightly forward, towards your appraiser. This makes you appear interested and open-minded.
Maintain good eye contact and pay attention. Most importantly, try to relax and respond in a calm and confident manner.
5 Collect testimonials
What others say or think about you always seem to carry a higher value than what you say of yourself.
If a colleague, superior, customer or client has written something positive about you, gather these documents and use them in your appraisals.
Be proactive and seek testimonials from people whom you have formed great working relationships with. You can ask them to e-mail or send their comments about your service or performance in writing.
Roadmap to future
The appraisal process should provide a clear roadmap on where you want to go, as well as the targets and goals you need to achieve by next year.
At the end of the appraisal, you should always ensure that you have an understanding of your appraiser’s expectations.
If you are not sure, check with him again and follow up with an official confirmation in writing.
Agree on timelines and commit to them, and record the progress and improvements you have made as you go along. This will provide the key points you will need for your next appraisal.
Article by Shelley Tilson, manager of Robert Walters Singapore’s accounting and finance specialist recruitment division.
It is a time when employees are evaluated against their company’s expectations, and they have to take stock of their performance and achievements (or under-achievements) and justify their next pay increment or promotion.
Understandably, it requires more than just confidence to do well at these appraisals.
Here are some tips on how you can prepare and impress your boss at your next appraisal:
1 Prepare, prepare, prepare
Although many employees know that appraisals are important, time and again, they do not do their homework beforehand.
An appraisal is not meant to be a session for idle chit-chat.
It is a formal system to review, assess and record your work performance.
This evaluation will ultimately lead to decisions that may have a long-term impact on your career.
Therefore, you must be thoroughly prepared with the information and data that is relevant to your work and contributions.
Refer to your previous appraisal: Have you followed up on and resolved any issues that may have arisen then?
Pay particular attention to any special projects or things you had committed to, and provide a status report.
If you have not achieved or completed the things that you were expected to, be prepared to give a good explanation, backing it up with reasons.
Be careful not to lay the blame on anyone. Stick to the facts and offer your insights as professionally and objectively as possible.
2 Learn to listen
Often, employees go for their appraisal meeting with lots of things they want to say, but it is equally important to listen to what your appraiser is saying.
Always let your appraiser set the tone and agenda of the appraisal. Pay close attention to the issues or points he raises and respond to them accordingly.
At the end of the discussion, bring up any points you would like to address that have not already been covered by your appraiser.
By learning to listen first, you can better understand your appraiser’s line of thinking, which will help you focus your responses and deal with each issue or question as it comes up.
3 Stay professional
Appraisals can be emotionally taxing on both the appraiser and the person being appraised.
Both positive and negative issues will inevitably be raised and judgments made.
There may be uncomfortable moments where employees are pressured to give justifications for their work performance, behaviours and shortcomings.
Typical reactions in some employees during appraisals include denial, laying blame, anger, withdrawing into silence and even tears.
It is important to understand that the appraisal is meant to be an exercise not only to review and acknowledge your achievements, but also to identify areas for further development and those that may need improvement.
At all times, remain professional and refrain from any form of emotional outburst.
It is important that you view constructive criticism as valuable feedback and focus constantly on your desired solutions and outcomes. Ask for clarification on any contentious issues and try to address them on the spot.
4 Mind your body language
When you are in an appraisal setting, everything about you — work, behaviour, attitude, strengths and weaknesses — will be evaluated and reviewed.
Hence, the things you say, how you choose to say them and what you are doing while saying them, can have a dramatic effect on the messages that you are sending across to the receiver.
Do not sit slumped in your chair or with your arms crossed. Instead, sit up straight and lean slightly forward, towards your appraiser. This makes you appear interested and open-minded.
Maintain good eye contact and pay attention. Most importantly, try to relax and respond in a calm and confident manner.
5 Collect testimonials
What others say or think about you always seem to carry a higher value than what you say of yourself.
If a colleague, superior, customer or client has written something positive about you, gather these documents and use them in your appraisals.
Be proactive and seek testimonials from people whom you have formed great working relationships with. You can ask them to e-mail or send their comments about your service or performance in writing.
Roadmap to future
The appraisal process should provide a clear roadmap on where you want to go, as well as the targets and goals you need to achieve by next year.
At the end of the appraisal, you should always ensure that you have an understanding of your appraiser’s expectations.
If you are not sure, check with him again and follow up with an official confirmation in writing.
Agree on timelines and commit to them, and record the progress and improvements you have made as you go along. This will provide the key points you will need for your next appraisal.
Article by Shelley Tilson, manager of Robert Walters Singapore’s accounting and finance specialist recruitment division.
How to forge ahead
STRONG leadership is never more crucial than in trying times. To help your organisation emerge from an economic downturn unscathed, practise these initiatives:
1 Embrace the core mission
Every company has a core mission anchored around its purpose for being in business — the purpose of its existence.
Living the core mission should begin with a mission statement that is not just hung up on the boardroom wall but also has everyone in the company understanding and embracing it, from senior management to newly joined junior staff.
All activities, policies and systems must be in line with the mission statement, lest it end up just being lip service.
2 Inspire a clear vision
Why is it important to have a vision? Because the clearer the future that is mapped out, the more defined your actions and the more specific your decisions geared towards it.
A clear vision also inspires people to break new ground, like an athlete who constantly strives to break his record and achieve new heights.
Everyone wants to be challenged and excel beyond the status quo.
Thus, mission and vision statements are like guiding lights that engage people, propelling them forward even through tough times and crises.
3 Build a strong culture
When you have enough people embracing certain philosophies and practising a particular style of doing things, then it becomes a culture — for better or worse.
Leaders can shape an organisation’s culture through strong-arm policies or by remaining silent in the face of poor management practices.
Or, they can shape a culture anchored on values such as the pursuit of progression, integrity in business, excellence in work and respect for all.
4 Create a high-performance organisation
To have the organisation performing at optimal levels, it is necessary to have clear accountability at various levels through specific key performance indicators (KPIs).
As companies aspire to be not just “good” but “great”, there must be high performance standards that everyone in the organisation understands and is expected to uphold.
5 Get the right people on board
People are not the most valuable asset, but the right people are.
There are employees who may not suit your company’s culture as they have values that differ from your company’s, or they turn in performances that fall below the firm’s expectations.
In such scenarios, the senior management may need to find them alternative roles.
6 Encourage the pursuit of progression
Companies need to be growing constantly, and that means all employees need to embrace a mindset geared towards change.
Leaders must continuously build a culture that challenges everyone to practise new approaches to doing things.
7 Take calculated risks
An organisation’s leaders need to take risks all the time to keep the company growing.
Commission research and gather statistics to substantiate business decisions, but do not overdo it to the point that it causes the managers to suffer from “analysis paralysis”.
This will cause them to become too afraid to make any decisions.
The mark of a great company is that it is always prepared to seize opportunities when they arise.
8 Have determination and commitment
Finally, encourage a “never-say-die attitude”. There will be good times and bad, but it is perseverance that will determine whether a company succeeds or fails.
Article by Joshua Yim, founder and CEO of specialist recruitment firm Achieve Career Consultant.
1 Embrace the core mission
Every company has a core mission anchored around its purpose for being in business — the purpose of its existence.
Living the core mission should begin with a mission statement that is not just hung up on the boardroom wall but also has everyone in the company understanding and embracing it, from senior management to newly joined junior staff.
All activities, policies and systems must be in line with the mission statement, lest it end up just being lip service.
2 Inspire a clear vision
Why is it important to have a vision? Because the clearer the future that is mapped out, the more defined your actions and the more specific your decisions geared towards it.
A clear vision also inspires people to break new ground, like an athlete who constantly strives to break his record and achieve new heights.
Everyone wants to be challenged and excel beyond the status quo.
Thus, mission and vision statements are like guiding lights that engage people, propelling them forward even through tough times and crises.
3 Build a strong culture
When you have enough people embracing certain philosophies and practising a particular style of doing things, then it becomes a culture — for better or worse.
Leaders can shape an organisation’s culture through strong-arm policies or by remaining silent in the face of poor management practices.
Or, they can shape a culture anchored on values such as the pursuit of progression, integrity in business, excellence in work and respect for all.
4 Create a high-performance organisation
To have the organisation performing at optimal levels, it is necessary to have clear accountability at various levels through specific key performance indicators (KPIs).
As companies aspire to be not just “good” but “great”, there must be high performance standards that everyone in the organisation understands and is expected to uphold.
5 Get the right people on board
People are not the most valuable asset, but the right people are.
There are employees who may not suit your company’s culture as they have values that differ from your company’s, or they turn in performances that fall below the firm’s expectations.
In such scenarios, the senior management may need to find them alternative roles.
6 Encourage the pursuit of progression
Companies need to be growing constantly, and that means all employees need to embrace a mindset geared towards change.
Leaders must continuously build a culture that challenges everyone to practise new approaches to doing things.
7 Take calculated risks
An organisation’s leaders need to take risks all the time to keep the company growing.
Commission research and gather statistics to substantiate business decisions, but do not overdo it to the point that it causes the managers to suffer from “analysis paralysis”.
This will cause them to become too afraid to make any decisions.
The mark of a great company is that it is always prepared to seize opportunities when they arise.
8 Have determination and commitment
Finally, encourage a “never-say-die attitude”. There will be good times and bad, but it is perseverance that will determine whether a company succeeds or fails.
Article by Joshua Yim, founder and CEO of specialist recruitment firm Achieve Career Consultant.
Use the web to get a job
HiLlary Clinton, Barack Obama, John McCain — it seems everyone is on Facebook these days. Social networking websites are certainly no longer solely the domain of teenagers sharing photos and video clips with their friends.
But just how useful are these sites and virtual communities for professional networking opportunities? How should professionals navigate the online social networking landscape?
Take Simon, a vicepresident with a mid-sized retail company, who is in his late 40s. He is keen to move to his next career challenge, but he is struggling to find a suitable new position. He has exhausted his personal contacts and is keen to try his hand at online social networking to raise his profile. However, he is unsure of where to start.
Members of Generation Y — digital “natives” who grew up with the Internet — are not the only ones who are adept at seeking opportunities and contacts through online networking. Recent trends show that people from all age groups are increasingly going online to widen their network of business contacts.
DIRECT YOUR EMPLOYERS
Whether it is online or faceto- face networking, good networking is really about making it easy for potential employers and headhunters to find you. The Internet has helped employers actively search for passive candidates — qualified candidates who are not necessarily looking for work, but who may be interested if the right job comes along.
There are many sites on the web, including video, photo and music-sharing sites, social bookmarking sites, blogging communities, all-purpose community sites such as MySpace and Facebook, and professional networking sites such as LinkedIn. Hence, it is important to be discerning and choose those that are relevant to your goals.
A professional networking site — such as LinkedIn, Spoke or Xing — is a good place to start. These are specifically designed for finding a job, discovering sales leads and connecting with potential business partners, rather than making friends or sharing photos.
For instance, a LinkedIn profile reads like a professional resumé — the focus is on employment and education history.
Some professionals use networking sites to connect with members of their field, expanding their list of contacts to help their search. One benefit of online networking is that when you find a job, you can connect with present and former employees to learn more about the company.
YOUR ONLINE IMAGE
Simon acted on the advice and created a profile on a professional networking site. His aim was to connect with people in his field — or people at similar levels in different fields — and get a sense of the opportunities that are available.
He was told not to expect things to happen overnight and to be very careful about what he added to his profile, which is a very important thing to remember when networking online. Employers use Internet searches of social networking sites to filter out unsuitable job candidates.
A simple Google search will often reveal a Facebook or MySpace profile before professional details, so it is vital that job seekers take their online footprint seriously as it can affect their job prospects.
Simon began connecting with people and was eventually headhunted by an American firm which may not have heard about him if he had not ventured online. Simon’s case is not unique. Online networking is no longer just a Generation Y phenomenon. If used correctly, these sites can be powerful job-finding tools.
Article by Matt Beath, chief executive of Talent2 (Asia / Middle East). Talent2 specialises in executive recruitment, HR business process outsourcing and technology
But just how useful are these sites and virtual communities for professional networking opportunities? How should professionals navigate the online social networking landscape?
Take Simon, a vicepresident with a mid-sized retail company, who is in his late 40s. He is keen to move to his next career challenge, but he is struggling to find a suitable new position. He has exhausted his personal contacts and is keen to try his hand at online social networking to raise his profile. However, he is unsure of where to start.
Members of Generation Y — digital “natives” who grew up with the Internet — are not the only ones who are adept at seeking opportunities and contacts through online networking. Recent trends show that people from all age groups are increasingly going online to widen their network of business contacts.
DIRECT YOUR EMPLOYERS
Whether it is online or faceto- face networking, good networking is really about making it easy for potential employers and headhunters to find you. The Internet has helped employers actively search for passive candidates — qualified candidates who are not necessarily looking for work, but who may be interested if the right job comes along.
There are many sites on the web, including video, photo and music-sharing sites, social bookmarking sites, blogging communities, all-purpose community sites such as MySpace and Facebook, and professional networking sites such as LinkedIn. Hence, it is important to be discerning and choose those that are relevant to your goals.
A professional networking site — such as LinkedIn, Spoke or Xing — is a good place to start. These are specifically designed for finding a job, discovering sales leads and connecting with potential business partners, rather than making friends or sharing photos.
For instance, a LinkedIn profile reads like a professional resumé — the focus is on employment and education history.
Some professionals use networking sites to connect with members of their field, expanding their list of contacts to help their search. One benefit of online networking is that when you find a job, you can connect with present and former employees to learn more about the company.
YOUR ONLINE IMAGE
Simon acted on the advice and created a profile on a professional networking site. His aim was to connect with people in his field — or people at similar levels in different fields — and get a sense of the opportunities that are available.
He was told not to expect things to happen overnight and to be very careful about what he added to his profile, which is a very important thing to remember when networking online. Employers use Internet searches of social networking sites to filter out unsuitable job candidates.
A simple Google search will often reveal a Facebook or MySpace profile before professional details, so it is vital that job seekers take their online footprint seriously as it can affect their job prospects.
Simon began connecting with people and was eventually headhunted by an American firm which may not have heard about him if he had not ventured online. Simon’s case is not unique. Online networking is no longer just a Generation Y phenomenon. If used correctly, these sites can be powerful job-finding tools.
Article by Matt Beath, chief executive of Talent2 (Asia / Middle East). Talent2 specialises in executive recruitment, HR business process outsourcing and technology
Maintain work-life balance
If you are always working late, stop and ask yourself why. Is it because you have too much work? Do you manage your time poorly? Are your company’s processes inefficient or lacking in good management practices? Or is making your presence felt the key to getting a promotion?
Working late occasionally during audit periods or a new business drive can be necessary. However, when a work-late culture is practised unnecessarily, it can be detrimental to productivity, personal health and society at large.
Debbie Phillips, vice-president of United States-based WFD Consulting, which offers worklife solutions to many leading Fortune 500 companies, says: “Working late constantly can have a detrimental impact on society as it impacts negatively on family relationships.
“In some societies and locations, women in particular are choosing not to or finding it difficult to, develop a relationship, marry and have children because the work environment and a work-late culture do not support women who want to have a career and a family.”
MAKE A DIFFERENCE
What can companies do to better manage the impact of working late or break unhealthy cultural habits?
Phillips believes that companies need to create a “culture of flexibility” that allows employees to manage the demands of their work and personal lives.
Even companies for industries that provide round-the-clock client services can still implement flexibility and create process improvements that help alleviate issues related to health, family relationships and productivity.
“Work-life balance is indeed a real challenge in a dynamic and fast-paced industry like ours,” says Teo Lay Sie, chief operating officer of UBS Singapore. “UBS is well aware of the pitfalls, and we have designed our management practices and benefits package to cater to various aspects of worklife harmony.
“Our culture is about performance by objectives as opposed to time in the office and that is the premise that our flexible work-life philosophy is based on.”
UBS’s flexible work-life initiatives include variable working hours, part-time, telecommuting, plus options for permanent home work, occasional home work and hybrid (for staff who split their time between office and home work).
BEST PRACTICES
Workload management is important too. Professional services firm KPMG LLP (Limited Liability Partnership) believes it is vital to understand employees, and proactively manages staff portfolios to monitor workloads and resource planning.
Explains Philip Lee, KPMG LLP’s head of People, Performance and Culture: “We strongly believe that high performance and productivity are sustainable only if people have a healthy work-life balance and are happy. We invest significantly in training to improve productivity and actively encourage our people to develop healthy work habits.”
Law firm WongPartnership LLP believes that an Employer of Choice is one that can juggle both the demands of clients and the expectations of employees. “There will be times when late nights are inevitable — we help by providing our lawyers with a dinner service, snacks and fresh fruit every evening. We even provide a laundry service and concierge service to them,” says Raymond Tong, a partner with WongPartnership LLP.
The key to successfully managing a work-late culture or eradicating one based on “facetime” is how a company evaluates its staff for remuneration and promotion. UBS, KPMG, WongPartnership and other Employers of Choice evaluate their staff by performance and not merely presence.
Tong explains: “We adopt outcome-oriented performance management criteria in our appraisals which focus on measurable deliverables in terms of work performance and not on factors such as the number of hours spent in the office. This assures our lawyers that they are appraised based on how well they do their work, rather than how much time they spend on it.”
For corporations to thrive in today’s globally competitive economy, they need to attract the best employees and get the best out of them. Corporations that value “face-time” over performance, or who as a result of careless management and poor practices require their staff to work many hours overtime, will achieve neither.
WFD’s Phillips says: “Leadership needs to make a clear decision to break the worklate habit and then demonstrate the seriousness of the decision through action. I think employers can effect organisational change and share best practices which may eventually impact societal change.”
THE NEW WAVE
Technological advances and a generation of workers comfortable with them are already accelerating that change. WFD’s study, Generations And Gender In The Workplace, debunks the myth that Generation Y workers put a lower value on work than they do on personal time, as compared to their parents. The study found that young employees in the US worked more hours than employees their age did 25 years ago.
Phillip explains: “The difference is that Gen Y employees are very skilled at using technology and want to work smart. It’s too soon to tell if Gen Y employees will be successful at forcing employers and industries to change, but the early indication is their behaviour is changing the way employers think about how, when and where work needs to be done.”
Article by Yeo Miu Ean, director for Work-life, Employer Alliance, Singapore National Employers Federation.
Working late occasionally during audit periods or a new business drive can be necessary. However, when a work-late culture is practised unnecessarily, it can be detrimental to productivity, personal health and society at large.
Debbie Phillips, vice-president of United States-based WFD Consulting, which offers worklife solutions to many leading Fortune 500 companies, says: “Working late constantly can have a detrimental impact on society as it impacts negatively on family relationships.
“In some societies and locations, women in particular are choosing not to or finding it difficult to, develop a relationship, marry and have children because the work environment and a work-late culture do not support women who want to have a career and a family.”
MAKE A DIFFERENCE
What can companies do to better manage the impact of working late or break unhealthy cultural habits?
Phillips believes that companies need to create a “culture of flexibility” that allows employees to manage the demands of their work and personal lives.
Even companies for industries that provide round-the-clock client services can still implement flexibility and create process improvements that help alleviate issues related to health, family relationships and productivity.
“Work-life balance is indeed a real challenge in a dynamic and fast-paced industry like ours,” says Teo Lay Sie, chief operating officer of UBS Singapore. “UBS is well aware of the pitfalls, and we have designed our management practices and benefits package to cater to various aspects of worklife harmony.
“Our culture is about performance by objectives as opposed to time in the office and that is the premise that our flexible work-life philosophy is based on.”
UBS’s flexible work-life initiatives include variable working hours, part-time, telecommuting, plus options for permanent home work, occasional home work and hybrid (for staff who split their time between office and home work).
BEST PRACTICES
Workload management is important too. Professional services firm KPMG LLP (Limited Liability Partnership) believes it is vital to understand employees, and proactively manages staff portfolios to monitor workloads and resource planning.
Explains Philip Lee, KPMG LLP’s head of People, Performance and Culture: “We strongly believe that high performance and productivity are sustainable only if people have a healthy work-life balance and are happy. We invest significantly in training to improve productivity and actively encourage our people to develop healthy work habits.”
Law firm WongPartnership LLP believes that an Employer of Choice is one that can juggle both the demands of clients and the expectations of employees. “There will be times when late nights are inevitable — we help by providing our lawyers with a dinner service, snacks and fresh fruit every evening. We even provide a laundry service and concierge service to them,” says Raymond Tong, a partner with WongPartnership LLP.
The key to successfully managing a work-late culture or eradicating one based on “facetime” is how a company evaluates its staff for remuneration and promotion. UBS, KPMG, WongPartnership and other Employers of Choice evaluate their staff by performance and not merely presence.
Tong explains: “We adopt outcome-oriented performance management criteria in our appraisals which focus on measurable deliverables in terms of work performance and not on factors such as the number of hours spent in the office. This assures our lawyers that they are appraised based on how well they do their work, rather than how much time they spend on it.”
For corporations to thrive in today’s globally competitive economy, they need to attract the best employees and get the best out of them. Corporations that value “face-time” over performance, or who as a result of careless management and poor practices require their staff to work many hours overtime, will achieve neither.
WFD’s Phillips says: “Leadership needs to make a clear decision to break the worklate habit and then demonstrate the seriousness of the decision through action. I think employers can effect organisational change and share best practices which may eventually impact societal change.”
THE NEW WAVE
Technological advances and a generation of workers comfortable with them are already accelerating that change. WFD’s study, Generations And Gender In The Workplace, debunks the myth that Generation Y workers put a lower value on work than they do on personal time, as compared to their parents. The study found that young employees in the US worked more hours than employees their age did 25 years ago.
Phillip explains: “The difference is that Gen Y employees are very skilled at using technology and want to work smart. It’s too soon to tell if Gen Y employees will be successful at forcing employers and industries to change, but the early indication is their behaviour is changing the way employers think about how, when and where work needs to be done.”
Article by Yeo Miu Ean, director for Work-life, Employer Alliance, Singapore National Employers Federation.
Saturday, November 14, 2009
The Power of Positive Thinking
by Remez Sasson
Positive thinking is a mental attitude that admits into the mind thoughts, words and images that are conductive to growth, expansion and success. It is a mental attitude that expects good and favorable results. A positive mind anticipates happiness, joy, health and a successful outcome of every situation and action. Whatever the mind expects, it finds.
Not everyone accepts or believes in positive thinking. Some consider the subject as just nonsense, and others scoff at people who believe and accept it. Among the people who accept it, not many know how to use it effectively to get results. Yet, it seems that many are becoming attracted to this subject, as evidenced by the many books, lectures and courses about it. This is a subject that is gaining popularity.
It is quite common to hear people say: "Think positive!", to someone who feels down and worried. Most people do not take these words seriously, as they do not know what they really mean, or do not consider them as useful and effective. How many people do you know, who stop to think what the power of positive thinking means?
The following story illustrates how this power works:
Allan applied for a new job, but as his self-esteem was low, and he considered himself as a failure and unworthy of success, he was sure that he was not going to get the job. He had a negative attitude towards himself, and believed that the other applicants were better and more qualified than him. Allan manifested this attitude, due to his negative past experiences with job interviews.
His mind was filled with negative thoughts and fears concerning the job for the whole week before the job interview. He was sure he would be rejected. On the day of the interview he got up late, and to his horror he discovered that the shirt he had planned to wear was dirty, and the other one needed ironing. As it was already too late, he went out wearing a shirt full of wrinkles.
During the interview he was tense, displayed a negative attitude, worried about his shirt, and felt hungry because he did not have enough time to eat breakfast. All this distracted his mind and made it difficult for him to focus on the interview. His overall behavior made a bad impression, and consequently he materialized his fear and did not get the job.
Jim applied for the same job too, but approached the matter in a different way. He was sure that he was going to get the job. During the week preceding the interview he often visualized himself making a good impression and getting the job.
In the evening before the interview he prepared the clothes he was going to wear, and went to sleep a little earlier. On day of the interview he woke up earlier than usual, and had ample time to eat breakfast, and then to arrive to the interview before the scheduled time.
He got the job because he made a good impression. He had also of course, the proper qualifications for the job, but so had Allan.
What do we learn from these two stories? Is there any magic employed here? No, it is all natural. When the attitude is positive we entertain pleasant feelings and constructive images, and see in our mind's eye what we really want to happen. This brings brightness to the eyes, more energy and happiness. The whole being broadcasts good will, happiness and success. Even the health is affected in a beneficial way. We walk tall and the voice is more powerful. Our body language shows the way you feel inside.
Positive and negative thinking are both contagious.
All of us affect, in one way or another, the people we meet. This happens instinctively and on a subconscious level, through thoughts and feelings transference, and through body language. People sense our aura and are affected by our thoughts, and vice versa. Is it any wonder that we want to be around positive people and avoid negative ones? People are more disposed to help us if we are positive, and they dislike and avoid anyone broadcasting negativity.
Negative thoughts, words and attitude bring up negative and unhappy moods and actions. When the mind is negative, poisons are released into the blood, which cause more unhappiness and negativity. This is the way to failure, frustration and disappointment.
Practical Instructions
In order to turn the mind toward the positive, inner work and training are required. Attitude and thoughts do not change overnight.
Read about this subject, think about its benefits and persuade yourself to try it. The power of thoughts is a mighty power that is always shaping our life. This shaping is usually done subconsciously, but it is possible to make the process a conscious one. Even if the idea seems strange give it a try, as you have nothing to lose, but only to gain. Ignore what others might say or think about you, if they discover that you are changing the way you think.
Always visualize only favorable and beneficial situations. Use positive words in your inner dialogues or when talking with others. Smile a little more, as this helps to think positively. Disregard any feelings of laziness or a desire to quit. If you persevere, you will transform the way your mind thinks.
Once a negative thought enters your mind, you have to be aware of it and endeavor to replace it with a constructive one. The negative thought will try again to enter your mind, and then you have to replace it again with a positive one. It is as if there are two pictures in front of you, and you choose to look at one of them and disregard the other. Persistence will eventually teach your mind to think positively and ignore negative thoughts.
In case you feel any inner resistance when replacing negative thoughts with positive ones, do not give up, but keep looking only at the beneficial, good and happy thoughts in your mind.
It does not matter what your circumstances are at the present moment. Think positively, expect only favorable results and situations, and circumstances will change accordingly. It may take some time for the changes to take place, but eventually they do.
Another method to employ is the repetition of affirmations. It is a method which resembles creative visualization, and which can be used in conjunction with it.
Positive thinking is a mental attitude that admits into the mind thoughts, words and images that are conductive to growth, expansion and success. It is a mental attitude that expects good and favorable results. A positive mind anticipates happiness, joy, health and a successful outcome of every situation and action. Whatever the mind expects, it finds.
Not everyone accepts or believes in positive thinking. Some consider the subject as just nonsense, and others scoff at people who believe and accept it. Among the people who accept it, not many know how to use it effectively to get results. Yet, it seems that many are becoming attracted to this subject, as evidenced by the many books, lectures and courses about it. This is a subject that is gaining popularity.
It is quite common to hear people say: "Think positive!", to someone who feels down and worried. Most people do not take these words seriously, as they do not know what they really mean, or do not consider them as useful and effective. How many people do you know, who stop to think what the power of positive thinking means?
The following story illustrates how this power works:
Allan applied for a new job, but as his self-esteem was low, and he considered himself as a failure and unworthy of success, he was sure that he was not going to get the job. He had a negative attitude towards himself, and believed that the other applicants were better and more qualified than him. Allan manifested this attitude, due to his negative past experiences with job interviews.
His mind was filled with negative thoughts and fears concerning the job for the whole week before the job interview. He was sure he would be rejected. On the day of the interview he got up late, and to his horror he discovered that the shirt he had planned to wear was dirty, and the other one needed ironing. As it was already too late, he went out wearing a shirt full of wrinkles.
During the interview he was tense, displayed a negative attitude, worried about his shirt, and felt hungry because he did not have enough time to eat breakfast. All this distracted his mind and made it difficult for him to focus on the interview. His overall behavior made a bad impression, and consequently he materialized his fear and did not get the job.
Jim applied for the same job too, but approached the matter in a different way. He was sure that he was going to get the job. During the week preceding the interview he often visualized himself making a good impression and getting the job.
In the evening before the interview he prepared the clothes he was going to wear, and went to sleep a little earlier. On day of the interview he woke up earlier than usual, and had ample time to eat breakfast, and then to arrive to the interview before the scheduled time.
He got the job because he made a good impression. He had also of course, the proper qualifications for the job, but so had Allan.
What do we learn from these two stories? Is there any magic employed here? No, it is all natural. When the attitude is positive we entertain pleasant feelings and constructive images, and see in our mind's eye what we really want to happen. This brings brightness to the eyes, more energy and happiness. The whole being broadcasts good will, happiness and success. Even the health is affected in a beneficial way. We walk tall and the voice is more powerful. Our body language shows the way you feel inside.
Positive and negative thinking are both contagious.
All of us affect, in one way or another, the people we meet. This happens instinctively and on a subconscious level, through thoughts and feelings transference, and through body language. People sense our aura and are affected by our thoughts, and vice versa. Is it any wonder that we want to be around positive people and avoid negative ones? People are more disposed to help us if we are positive, and they dislike and avoid anyone broadcasting negativity.
Negative thoughts, words and attitude bring up negative and unhappy moods and actions. When the mind is negative, poisons are released into the blood, which cause more unhappiness and negativity. This is the way to failure, frustration and disappointment.
Practical Instructions
In order to turn the mind toward the positive, inner work and training are required. Attitude and thoughts do not change overnight.
Read about this subject, think about its benefits and persuade yourself to try it. The power of thoughts is a mighty power that is always shaping our life. This shaping is usually done subconsciously, but it is possible to make the process a conscious one. Even if the idea seems strange give it a try, as you have nothing to lose, but only to gain. Ignore what others might say or think about you, if they discover that you are changing the way you think.
Always visualize only favorable and beneficial situations. Use positive words in your inner dialogues or when talking with others. Smile a little more, as this helps to think positively. Disregard any feelings of laziness or a desire to quit. If you persevere, you will transform the way your mind thinks.
Once a negative thought enters your mind, you have to be aware of it and endeavor to replace it with a constructive one. The negative thought will try again to enter your mind, and then you have to replace it again with a positive one. It is as if there are two pictures in front of you, and you choose to look at one of them and disregard the other. Persistence will eventually teach your mind to think positively and ignore negative thoughts.
In case you feel any inner resistance when replacing negative thoughts with positive ones, do not give up, but keep looking only at the beneficial, good and happy thoughts in your mind.
It does not matter what your circumstances are at the present moment. Think positively, expect only favorable results and situations, and circumstances will change accordingly. It may take some time for the changes to take place, but eventually they do.
Another method to employ is the repetition of affirmations. It is a method which resembles creative visualization, and which can be used in conjunction with it.
The stress interview
An employee may have the skills to succeed at a job, but these skills are futile if he cannot cope with stress. Companies look for employees who can work seamlessly, unperturbed in the face of any pressure — whether it is meeting daunting deadlines or working long hours.
Skills and technical knowledge can be ascertained by tests, but how does an employer test a candidate for stress management? With stress management gaining importance and being recognised as intrinsic for performance, it is being tested via the stress interview.
Cool factor
The stress interview is a tool that interviewers use to deliberately try to cause the candidates discomfort in various ways. They then observe how the candidates react to these difficult situations. A stress interview can be conducted by a panel, by an individual or by a group of people one by one.
Usually, you will not be told ahead of time that you are about to face a stress interview. To create a stressful situation during the interview process, the interviewers adopt one or more of the following methods:
Making you wait longer than expected before joining you for the interview;
Firing off questions very quickly without giving you much time to think about your answers;
Pretending to be bored, distracted and uninterested — rolling their eyes, taking phone calls or doing something on the computer;
Criticising your answers or your work experience/education;
Interrupting before you have finished answering the question;
Asking questions not related to the position;
Staring at you with a blank expression for longer than the
normal pause in conversation; and
Using aggressive body
language and expressions.
Grace under pressure
Your best bet is to remain calm and to try as quickly as possible to recognise that this is not a usual interview. Here are some keys to ace the dreaded stress interview:
Remain calm and be nice
You have been treated badly, spoken to rudely, challenged, your capabilities questioned, and left with little time to explain yourself.
So what do you do in return? Be rude, cry, mumble and jumble, get nervous and run away?
Well, don’t fall into that trap, because this is precisely what you are being tested for. No matter what the interviewers say or do, don’t overreact and continue to be as calm and nice as you can be.
Stress interviews are meant to generate anxiety and nervousness. The interviewers want to know how you tackle a stressful situation.
If you remain calm, you can handle any kind of high-pressure job in the organisation.
Remember, stress interviewers are trying hard to get a reaction out of you, so don’t take the rough stuff personally.
Play the game confidently
Try to reduce this interview to a game where you are challenged, scared and intimidated. Your levels of patience are being tested every minute.
Recognise this as soon as possible. With this attitude, you will be able to be objective and feel more confident.
Your confidence will give an impression that you are cool under pressure.
Reply with ease
The answers matter but not more than how you deliver them. Keep your tone pleasant and watch your volume. It is okay to miss some questions as long as you don’t show that you are nervous.
Take your time, collect your thoughts, smile, reply slowly and carefully. Try to be clear on what you say and stick with your opinions. Don’t change your answer because the interviewer asks the same question again and again.
Maintain eye contact throughout the interview. Remain focused and relaxed.
Apart from these points, remember that whenever you feel nervous or get sweaty palms, take deep breaths and try to calm yourself.
Stress interviews can seem mean and frustrating. But if they come your way, know that you can tackle them coolly and confidently. Pat yourself on your back when the test is over and consider it your victory.
Article by Aarti Dhingra, a software engineer with an interest in human resource initiatives.
Skills and technical knowledge can be ascertained by tests, but how does an employer test a candidate for stress management? With stress management gaining importance and being recognised as intrinsic for performance, it is being tested via the stress interview.
Cool factor
The stress interview is a tool that interviewers use to deliberately try to cause the candidates discomfort in various ways. They then observe how the candidates react to these difficult situations. A stress interview can be conducted by a panel, by an individual or by a group of people one by one.
Usually, you will not be told ahead of time that you are about to face a stress interview. To create a stressful situation during the interview process, the interviewers adopt one or more of the following methods:
Making you wait longer than expected before joining you for the interview;
Firing off questions very quickly without giving you much time to think about your answers;
Pretending to be bored, distracted and uninterested — rolling their eyes, taking phone calls or doing something on the computer;
Criticising your answers or your work experience/education;
Interrupting before you have finished answering the question;
Asking questions not related to the position;
Staring at you with a blank expression for longer than the
normal pause in conversation; and
Using aggressive body
language and expressions.
Grace under pressure
Your best bet is to remain calm and to try as quickly as possible to recognise that this is not a usual interview. Here are some keys to ace the dreaded stress interview:
Remain calm and be nice
You have been treated badly, spoken to rudely, challenged, your capabilities questioned, and left with little time to explain yourself.
So what do you do in return? Be rude, cry, mumble and jumble, get nervous and run away?
Well, don’t fall into that trap, because this is precisely what you are being tested for. No matter what the interviewers say or do, don’t overreact and continue to be as calm and nice as you can be.
Stress interviews are meant to generate anxiety and nervousness. The interviewers want to know how you tackle a stressful situation.
If you remain calm, you can handle any kind of high-pressure job in the organisation.
Remember, stress interviewers are trying hard to get a reaction out of you, so don’t take the rough stuff personally.
Play the game confidently
Try to reduce this interview to a game where you are challenged, scared and intimidated. Your levels of patience are being tested every minute.
Recognise this as soon as possible. With this attitude, you will be able to be objective and feel more confident.
Your confidence will give an impression that you are cool under pressure.
Reply with ease
The answers matter but not more than how you deliver them. Keep your tone pleasant and watch your volume. It is okay to miss some questions as long as you don’t show that you are nervous.
Take your time, collect your thoughts, smile, reply slowly and carefully. Try to be clear on what you say and stick with your opinions. Don’t change your answer because the interviewer asks the same question again and again.
Maintain eye contact throughout the interview. Remain focused and relaxed.
Apart from these points, remember that whenever you feel nervous or get sweaty palms, take deep breaths and try to calm yourself.
Stress interviews can seem mean and frustrating. But if they come your way, know that you can tackle them coolly and confidently. Pat yourself on your back when the test is over and consider it your victory.
Article by Aarti Dhingra, a software engineer with an interest in human resource initiatives.
Be a global executive
GLOBALISATION is not a new phenomenon but remains a hot topic. Executives with strong international experience will enjoy increasingly distinct advantages as the world becomes more integrated and the economy more globalised. How, then, can they make the most of their diverse backgrounds?
Take Gloria, who led the China marketing team for a multinational beverage company. She was searching for a more challenging role that would offer greater management experience and more responsibility.
It was clear from her resumé that her international experience would serve her well in a more senior role, but she needed to know how to convince potential employers of this. As a middle manager, how could she step up to senior management level?
REVIEW YOUR SKILL SETS
Gloria is a Hong Kong native, brought up in a bilingual environment with university education in Australia and work experience in Singapore and Shanghai. She has the multilingual skills and multicultural exposure that are important assets for developing a career in multinational companies.
China was growing in importance for her European managers, so her role as a capable leader with solid marketing skills and her ability to move between eastern and western cultures became more significant. She was able to communicate effectively with the European management and her colleagues and team members on the mainland.
Gloria is much more than just a “cultural interpreter”. She has a profound understanding of her company’s European culture and leadership, in addition to sound insights into the China market, including why and how the leadership can adapt to the Chinese perspective.
This enabled her to play a crucial counselling role on corporate strategies to senior management. This capability gave her a head start among other department heads in her pursuit of a more senior position.
KNOWLEDGE OF CULTURAL SENSITIVITIES
One example of her value to the company was her critical and timely advice to the senior management to avoid a global corporate-wide marketing initiative which, due to cultural differences that senior management was not fully aware of, may have backfired on the mainland.
In critical instances such as this, Gloria had demonstrated that her strategic and bold advice helped to ensure seamless integration and cultural adaptation, which are crucial for multinationals to successfully develop global markets.
She also maintained an objectivity and sensitivity to all cultures and perspectives in the corporation, and helped senior management avoid favouritism towards certain markets, practices and staff members that would have otherwise stirred up internal conflicts and jeopardised business.
These qualities make her a great asset for any multinational seeking local success. She also has an amiable and popular personality in a corporation made up of people from different backgrounds, which enabled her to build productive working relationships on all fronts.
COUNT YOUR CONTRIBUTIONS
Using these strengths, Gloria built her portfolio, citing her critical and strategic advice to senior management and her important role in ensuring the effective development of the China market. As a result, she convinced senior management of her ability to contribute further to the corporation at a time when the world’s eyes are on the China market.
Gloria is now at the core of the corporation’s decision-making body, second only to the CEO. Her experience shows that executives with solid professional skills can benefit tremendously if they possess international exposure and strong understanding of local and international markets.
More importantly, they need to position themselves as global executives and use their crosscultural expertise, which is crucial to creating win-win situations for companies and their own career advancement.
Article by Caleb Barker, general manager (Managed Services Asia Pacific) of Talent2, which provides executive recruitment, human resource business process outsourcing and technology services.
Take Gloria, who led the China marketing team for a multinational beverage company. She was searching for a more challenging role that would offer greater management experience and more responsibility.
It was clear from her resumé that her international experience would serve her well in a more senior role, but she needed to know how to convince potential employers of this. As a middle manager, how could she step up to senior management level?
REVIEW YOUR SKILL SETS
Gloria is a Hong Kong native, brought up in a bilingual environment with university education in Australia and work experience in Singapore and Shanghai. She has the multilingual skills and multicultural exposure that are important assets for developing a career in multinational companies.
China was growing in importance for her European managers, so her role as a capable leader with solid marketing skills and her ability to move between eastern and western cultures became more significant. She was able to communicate effectively with the European management and her colleagues and team members on the mainland.
Gloria is much more than just a “cultural interpreter”. She has a profound understanding of her company’s European culture and leadership, in addition to sound insights into the China market, including why and how the leadership can adapt to the Chinese perspective.
This enabled her to play a crucial counselling role on corporate strategies to senior management. This capability gave her a head start among other department heads in her pursuit of a more senior position.
KNOWLEDGE OF CULTURAL SENSITIVITIES
One example of her value to the company was her critical and timely advice to the senior management to avoid a global corporate-wide marketing initiative which, due to cultural differences that senior management was not fully aware of, may have backfired on the mainland.
In critical instances such as this, Gloria had demonstrated that her strategic and bold advice helped to ensure seamless integration and cultural adaptation, which are crucial for multinationals to successfully develop global markets.
She also maintained an objectivity and sensitivity to all cultures and perspectives in the corporation, and helped senior management avoid favouritism towards certain markets, practices and staff members that would have otherwise stirred up internal conflicts and jeopardised business.
These qualities make her a great asset for any multinational seeking local success. She also has an amiable and popular personality in a corporation made up of people from different backgrounds, which enabled her to build productive working relationships on all fronts.
COUNT YOUR CONTRIBUTIONS
Using these strengths, Gloria built her portfolio, citing her critical and strategic advice to senior management and her important role in ensuring the effective development of the China market. As a result, she convinced senior management of her ability to contribute further to the corporation at a time when the world’s eyes are on the China market.
Gloria is now at the core of the corporation’s decision-making body, second only to the CEO. Her experience shows that executives with solid professional skills can benefit tremendously if they possess international exposure and strong understanding of local and international markets.
More importantly, they need to position themselves as global executives and use their crosscultural expertise, which is crucial to creating win-win situations for companies and their own career advancement.
Article by Caleb Barker, general manager (Managed Services Asia Pacific) of Talent2, which provides executive recruitment, human resource business process outsourcing and technology services.
The perfect boss
What makes a boss “good”?
Pose this question to more than one person, and you are bound to get different responses. Despite this, there are a number of skills, strategies and attitudes that are common to all good bosses.
Here are five “good boss” behaviours taken from my book, How To Manage Unacceptable Employee Behaviour: A Guide To Creating Cooperation, Restoring Productivity And Getting Positive Results:
1 Act consistently
Employees expect managers to treat everyone fairly. Don’t confuse treating everyone fairly with treating everyone in the same way. It actually means acting consistently and applying flexibility with everyone.
For example, if you bend the rules for one employee due to a special situation, you must act consistently when a similar situation occurs with a different employee. This creates a perception of fairness.
2 Answer the “why” questions
When employees do not know what to do or why they should do something, the manager is at fault. Your job is to help employees understand the big picture and how their jobs fit into the larger goals of the organisation.
Show them why their tasks are important. Employees want to know how their actions make a difference. Do your employees understand why it is important to do their jobs correctly?
3 Make a connection
Managing people is about connecting with them. Managers must engage their employees’ hearts to get them to commit and contribute their best.
That means showing concern for them, listening to their ideas and opinions, involving them in problem-solving and letting them know they are important. Without manpower, even the best-laid plans are ineffective.
4 Praise progress
Praise is the most effective form of feedback and a powerful motivator. Employees want to be recognised when they do something well. Give due recognition where it is due; do not just point out their poor performance.
Make a habit of acknowledging what employees do right — recognise positive performance, hard work and improvement. Reinforced behaviour becomes repeated behaviour.
5 Leave no room for surprises
For many managers, performance discussions take place once a year. This is a big mistake. Why? Because successful appraisals involve on-going dialogue.
Start with clear goals and expectations, provide constructive feedback along the way and end with a two-way conversation. Keep your feedback consistent with what you have said all year.
When the performance appraisal contradicts previous feedback, employees will be surprised. They will also resist accountability, argue over your feedback and resent the review process.
Great leaders are made, not born. To develop your leadership potential, attend management classes and seminars, read books on effective leadership and hire a coach to help you push your limits.
Article by Cassandra Washington, a management consultant and trainer. For more information, visit www.exceedlearning.com
Pose this question to more than one person, and you are bound to get different responses. Despite this, there are a number of skills, strategies and attitudes that are common to all good bosses.
Here are five “good boss” behaviours taken from my book, How To Manage Unacceptable Employee Behaviour: A Guide To Creating Cooperation, Restoring Productivity And Getting Positive Results:
1 Act consistently
Employees expect managers to treat everyone fairly. Don’t confuse treating everyone fairly with treating everyone in the same way. It actually means acting consistently and applying flexibility with everyone.
For example, if you bend the rules for one employee due to a special situation, you must act consistently when a similar situation occurs with a different employee. This creates a perception of fairness.
2 Answer the “why” questions
When employees do not know what to do or why they should do something, the manager is at fault. Your job is to help employees understand the big picture and how their jobs fit into the larger goals of the organisation.
Show them why their tasks are important. Employees want to know how their actions make a difference. Do your employees understand why it is important to do their jobs correctly?
3 Make a connection
Managing people is about connecting with them. Managers must engage their employees’ hearts to get them to commit and contribute their best.
That means showing concern for them, listening to their ideas and opinions, involving them in problem-solving and letting them know they are important. Without manpower, even the best-laid plans are ineffective.
4 Praise progress
Praise is the most effective form of feedback and a powerful motivator. Employees want to be recognised when they do something well. Give due recognition where it is due; do not just point out their poor performance.
Make a habit of acknowledging what employees do right — recognise positive performance, hard work and improvement. Reinforced behaviour becomes repeated behaviour.
5 Leave no room for surprises
For many managers, performance discussions take place once a year. This is a big mistake. Why? Because successful appraisals involve on-going dialogue.
Start with clear goals and expectations, provide constructive feedback along the way and end with a two-way conversation. Keep your feedback consistent with what you have said all year.
When the performance appraisal contradicts previous feedback, employees will be surprised. They will also resist accountability, argue over your feedback and resent the review process.
Great leaders are made, not born. To develop your leadership potential, attend management classes and seminars, read books on effective leadership and hire a coach to help you push your limits.
Article by Cassandra Washington, a management consultant and trainer. For more information, visit www.exceedlearning.com
Beware the top five blunders
THE one thing common to most job applications is the curriculum vitae (CV) or resumé.
This two-to-three-page document is expected to contain the applicant’s employment history, special achievements and relevant personal details.
Unfortunately, many applicants fail to craft their CVs properly and end up failing to snag a job interview.
Here are the top five blunders that job applicants make when they design their CVs:
1 TOO FANCIFUL
Many job applicants think that the CV is an invitation card or a fashion art piece. They put in fanciful fonts, insert little shapes and pictures, and even change the font sizes, all the time thinking that this demonstrates creativity on their part.
However, it is important to remember that the CV is actually a formal document for your future employer’s consideration.
It may not sit very well with an executive recruiter who is short of time and just wants unadorned facts.
An overly fanciful CV may also tell the recruiter that the applicant is not professional and is not serious about the job.
2 TOO LONG-WINDED
Some job applicants have significant job experiences. When they write their CVs, they list all their previous positions and make a long list of the responsibilities that they held in each position. This makes their CV long and boring, especially for the recruiter who has to read through hundreds of CVs.
Over-emphasising your job responsibilities may also make you seem like a show-off.
3 TOO PERSONAL
Some job applicants think that the more personal details they give, the more accessible they will appear to the recruiter.
They put in details such as their NRIC number and all their contact numbers. Some of these details are not even useful when the recruiter assesses the candidates’ suitability for the job.
Another problem is that the applicant’s privacy may be compromised if overly private information like the NRIC number is available to many companies at a time.
4 NO CONTACT DETAILS
Then there are job applicants who prepare well-written CVs with most of the important details — employment history, references and education history — everything except their contact information.
Imagine an employer looking through such a CV.
He is impressed by the candidate’s accomplishments and experience. He is about to ring him up for an interview.
And lo and behold, there is no contact number on the document. And there is nothing on the cover letter either.
Even with the best intentions, the recruiter will never be able to meet this candidate.
5 NOT JOB-SPECIFIC
The average job-seeker submits his CV to more than one company, using the same document for all his job applications. In this cookie-cutter CV, the candidate tends to list all his skills and experience.
But this is useless to the employer if he is looking for a candidate who can fulfil specific job requirements, but all the skills listed in the CV are not relevant to the job.
This is a very important point that applicants have to remember: Design a CV for each job, tailoring the information to meet its specific requirements.
IMPORTANT TIPS
Writing a CV is not a walk in a park, so don’t just list all the information without a thought.
Always make sure your CV has enough relevant details to interest the hiring manager without overwhelming him.
Make sure also that there are no spelling and vocabulary errors that may compromise your chances of getting a job interview. If you send in a sloppy CV, what will your prospective employer think of your work attitude?
When you are crafting your CV or updating it, bear these points in mind for a better chance at impressing prospective employers.
Article by Linus Tham, founder and director of the C.V Plus Group, a CV writing and design consultancy.
This two-to-three-page document is expected to contain the applicant’s employment history, special achievements and relevant personal details.
Unfortunately, many applicants fail to craft their CVs properly and end up failing to snag a job interview.
Here are the top five blunders that job applicants make when they design their CVs:
1 TOO FANCIFUL
Many job applicants think that the CV is an invitation card or a fashion art piece. They put in fanciful fonts, insert little shapes and pictures, and even change the font sizes, all the time thinking that this demonstrates creativity on their part.
However, it is important to remember that the CV is actually a formal document for your future employer’s consideration.
It may not sit very well with an executive recruiter who is short of time and just wants unadorned facts.
An overly fanciful CV may also tell the recruiter that the applicant is not professional and is not serious about the job.
2 TOO LONG-WINDED
Some job applicants have significant job experiences. When they write their CVs, they list all their previous positions and make a long list of the responsibilities that they held in each position. This makes their CV long and boring, especially for the recruiter who has to read through hundreds of CVs.
Over-emphasising your job responsibilities may also make you seem like a show-off.
3 TOO PERSONAL
Some job applicants think that the more personal details they give, the more accessible they will appear to the recruiter.
They put in details such as their NRIC number and all their contact numbers. Some of these details are not even useful when the recruiter assesses the candidates’ suitability for the job.
Another problem is that the applicant’s privacy may be compromised if overly private information like the NRIC number is available to many companies at a time.
4 NO CONTACT DETAILS
Then there are job applicants who prepare well-written CVs with most of the important details — employment history, references and education history — everything except their contact information.
Imagine an employer looking through such a CV.
He is impressed by the candidate’s accomplishments and experience. He is about to ring him up for an interview.
And lo and behold, there is no contact number on the document. And there is nothing on the cover letter either.
Even with the best intentions, the recruiter will never be able to meet this candidate.
5 NOT JOB-SPECIFIC
The average job-seeker submits his CV to more than one company, using the same document for all his job applications. In this cookie-cutter CV, the candidate tends to list all his skills and experience.
But this is useless to the employer if he is looking for a candidate who can fulfil specific job requirements, but all the skills listed in the CV are not relevant to the job.
This is a very important point that applicants have to remember: Design a CV for each job, tailoring the information to meet its specific requirements.
IMPORTANT TIPS
Writing a CV is not a walk in a park, so don’t just list all the information without a thought.
Always make sure your CV has enough relevant details to interest the hiring manager without overwhelming him.
Make sure also that there are no spelling and vocabulary errors that may compromise your chances of getting a job interview. If you send in a sloppy CV, what will your prospective employer think of your work attitude?
When you are crafting your CV or updating it, bear these points in mind for a better chance at impressing prospective employers.
Article by Linus Tham, founder and director of the C.V Plus Group, a CV writing and design consultancy.
Blend in culturally
ARRIVING in a foreign location always presents many challenges, and Malaysia, with its deeply ingrained culture and traditions, is no different. What you say, the way you say it, and the way you dress can send unintentional mixed messages to your colleagues.
If you are a foreigner working here, how do you manage the messages you send out and how do you communicate effectively in Malaysia’s multicultural workplace?
The first impression your Malaysian colleagues will have of you will be on the way you dress.
Malaysians are generally business-minded, hard-working and professional, and image, protocol and hierarchy are more formal than in some Western countries.
How you dress might imply your attitude towards your work, so dress professionally. When meeting colleagues or business associates for the first time, try to keep your questions neutral.
If you are not meeting for business, ask questions to give locals the chance to demonstrate their knowledge about the country.
Talking about hobbies is a good way to start off a conversation, as is light talk about business and travel. Comparing cultures, including subjects like recreation and career, will be of interest to both parties.
Be careful to keep comparisons descriptive rather than evaluative. Talking about family is fine but be careful not to be too inquisitive.
Ask about interesting places to visit and things to do. Listen more, talk less, and follow the conversational depth of the person with whom you are speaking. Do not be surprised if you are asked some seemingly direct questions, for example, about salary or age. If you are uncomfortable with these questions, it is acceptable to offer indirect answers such as, “I earn a reasonable amount, about the same as others”.
Humour across cultures can be difficult. Save humour until later. Get to know each other first.
Eye contact is important when you are talking to someone, but staring at someone for a long time or avoiding eye contact is inappropriate.
It is also important to bear in mind that it is impolite to have eye contact only with the main person when you are in a group meeting. Malaysians do not use gestures to a great extent when speaking.
Time spent at work is seen as commitment and loyalty to the job and contributes to “face’. It is very important to give and save face for your Malaysian colleague.
When work-related problem occurs, it is better to try to solve it privately with the person involved.
If it has to go public, try to blame it on non-human reasons such as the time pressure or the market condition to save your colleague’s face, so that people can work together to find the solution to resolve it.
How you address your colleagues and your supervisors depends a lot on the familiarity and formality of the parties and situation.
It makes life easier for a lot of Westerners to just call their Malaysian colleagues by their first names instead of remembering the complicated and unfamiliar Malaysian names.
In general, Malaysians are less demonstrative than Westerners and may stand further away when speaking. Eye contact is important, though there may be less when the speaker is younger or of a lower social status compared to the listener.
There are countless nuances and subtle gestures in the Malaysian culture and its sub-culture. Expatriates living in Malaysia for years confess to only slowly gaining an understanding of what they are.
For the new or recent arrival, the best advice for communicating in a multicultural Malaysian workplace is to look to more established expatriates for guidance.
Article contributed by Mastura Diana Jaffar, managing director of DBM Malaysia, which offers human resources solutions.
If you are a foreigner working here, how do you manage the messages you send out and how do you communicate effectively in Malaysia’s multicultural workplace?
The first impression your Malaysian colleagues will have of you will be on the way you dress.
Malaysians are generally business-minded, hard-working and professional, and image, protocol and hierarchy are more formal than in some Western countries.
How you dress might imply your attitude towards your work, so dress professionally. When meeting colleagues or business associates for the first time, try to keep your questions neutral.
If you are not meeting for business, ask questions to give locals the chance to demonstrate their knowledge about the country.
Talking about hobbies is a good way to start off a conversation, as is light talk about business and travel. Comparing cultures, including subjects like recreation and career, will be of interest to both parties.
Be careful to keep comparisons descriptive rather than evaluative. Talking about family is fine but be careful not to be too inquisitive.
Ask about interesting places to visit and things to do. Listen more, talk less, and follow the conversational depth of the person with whom you are speaking. Do not be surprised if you are asked some seemingly direct questions, for example, about salary or age. If you are uncomfortable with these questions, it is acceptable to offer indirect answers such as, “I earn a reasonable amount, about the same as others”.
Humour across cultures can be difficult. Save humour until later. Get to know each other first.
Eye contact is important when you are talking to someone, but staring at someone for a long time or avoiding eye contact is inappropriate.
It is also important to bear in mind that it is impolite to have eye contact only with the main person when you are in a group meeting. Malaysians do not use gestures to a great extent when speaking.
Time spent at work is seen as commitment and loyalty to the job and contributes to “face’. It is very important to give and save face for your Malaysian colleague.
When work-related problem occurs, it is better to try to solve it privately with the person involved.
If it has to go public, try to blame it on non-human reasons such as the time pressure or the market condition to save your colleague’s face, so that people can work together to find the solution to resolve it.
How you address your colleagues and your supervisors depends a lot on the familiarity and formality of the parties and situation.
It makes life easier for a lot of Westerners to just call their Malaysian colleagues by their first names instead of remembering the complicated and unfamiliar Malaysian names.
In general, Malaysians are less demonstrative than Westerners and may stand further away when speaking. Eye contact is important, though there may be less when the speaker is younger or of a lower social status compared to the listener.
There are countless nuances and subtle gestures in the Malaysian culture and its sub-culture. Expatriates living in Malaysia for years confess to only slowly gaining an understanding of what they are.
For the new or recent arrival, the best advice for communicating in a multicultural Malaysian workplace is to look to more established expatriates for guidance.
Article contributed by Mastura Diana Jaffar, managing director of DBM Malaysia, which offers human resources solutions.
Engage first, then lead
SUCCESSFUL leadership begins with effective communication. The success of your professional life depends on your ability to articulate your ideas, goals, personality and instructions confidently.
While strong leadership is fundamental to business success, an organisation can only succeed when the vision is clearly articulated to employees at every level.
This is made possible through developing a clear understanding of the direction of the business and influencing others to do what is required to achieve these goals.
People do not follow others by accident. An irrefutable law of leadership is that people follow individuals whose leadership they respect.
When leaders have influence, people begin to follow them. When they inspire respect, people keep following them.
How do you communicate effectively to lead and inspire? Here are some useful pointers:
1 COMMUNICATE IN YOUR AUDIENCE’S STYLE
A fundamental lesson in effective communication is that it is not your style that matters — it is your audience’s. The effective communicator does not impose his personality on the audience.
Just like Japanese martial art Aikido, it is important to “blend” with the motion of the attacker, rather than oppose the attack directly. Rather than coerce someone into agreeing with you, Aikido says take people from where they are to where you want them to be.
Thus, to be an effective communicator, you have to size up the audience whom you are addressing to gain traction for your message. The more accurately you can understand what they want, the more successfully you can influence and motivate them.
Communication is essentially relationship building. It is essential to be aware of others’ needs and provide the assurance that they need, when they need it. The art of making those you lead feel good, even when breaking difficult news to them, is truly a skill to be perfected.
2 KEEP IT SIMPLE
Purposeful communication often requires a rigorous thought process and a distillation of information.
The ability to explain complex issues in simple terms is a skill. By communicating in a simple manner, people appreciate your clarity of thought and are able to work better with you to achieve your team’s objectives.
You can hone your communication skills by translating important business objectives into simple terms. Try obtaining feedback from a second reviewer or visualising yourself as the receiver of the message.
Another useful tip is to end speeches with a specific call to action. You immediately convey to the audience the importance of your message and how they can put it into practice in everyday life. Remember, your audience has a limited attention span, so communicate strategically with a distinct message.
3 BUILD UP A STRONG VOCABULARY
Research studies have shown that a strong vocabulary is the most noticeable performance characteristic shared by successful professionals.
A poor vocabulary is a barrier to effective communication. As language is a symbolic representation of an event, there is room for interpretation and probability for distortion.
The choice of words or language in which a sender encodes a message will influence the quality of communication. A robust vocabulary is essential to help you convey what you truly mean.
GAIN RESPECT
The key to inspirational leadership is the ability to influence others and gain their respect.
The stronger the relationship and connection between individuals, the more likely the follower will want to help the leader.
Effective communication delivers tangible results. Some of the areas in which effective communication will positively impact the bottom line include customer satisfaction, service delivery, product quality, employee satisfaction and retention of key talent.
Managers must face squarely the challenge of setting an example themselves and formulate strategies to encourage effective communication between all levels of staff. A company pays a high price for poor communication — low productivity, poor morale and high turnover — if this is not done.
Article by Perrine Oh, an associate with the Institute of Certified Public Accountants of Singapore (ICPAS).
While strong leadership is fundamental to business success, an organisation can only succeed when the vision is clearly articulated to employees at every level.
This is made possible through developing a clear understanding of the direction of the business and influencing others to do what is required to achieve these goals.
People do not follow others by accident. An irrefutable law of leadership is that people follow individuals whose leadership they respect.
When leaders have influence, people begin to follow them. When they inspire respect, people keep following them.
How do you communicate effectively to lead and inspire? Here are some useful pointers:
1 COMMUNICATE IN YOUR AUDIENCE’S STYLE
A fundamental lesson in effective communication is that it is not your style that matters — it is your audience’s. The effective communicator does not impose his personality on the audience.
Just like Japanese martial art Aikido, it is important to “blend” with the motion of the attacker, rather than oppose the attack directly. Rather than coerce someone into agreeing with you, Aikido says take people from where they are to where you want them to be.
Thus, to be an effective communicator, you have to size up the audience whom you are addressing to gain traction for your message. The more accurately you can understand what they want, the more successfully you can influence and motivate them.
Communication is essentially relationship building. It is essential to be aware of others’ needs and provide the assurance that they need, when they need it. The art of making those you lead feel good, even when breaking difficult news to them, is truly a skill to be perfected.
2 KEEP IT SIMPLE
Purposeful communication often requires a rigorous thought process and a distillation of information.
The ability to explain complex issues in simple terms is a skill. By communicating in a simple manner, people appreciate your clarity of thought and are able to work better with you to achieve your team’s objectives.
You can hone your communication skills by translating important business objectives into simple terms. Try obtaining feedback from a second reviewer or visualising yourself as the receiver of the message.
Another useful tip is to end speeches with a specific call to action. You immediately convey to the audience the importance of your message and how they can put it into practice in everyday life. Remember, your audience has a limited attention span, so communicate strategically with a distinct message.
3 BUILD UP A STRONG VOCABULARY
Research studies have shown that a strong vocabulary is the most noticeable performance characteristic shared by successful professionals.
A poor vocabulary is a barrier to effective communication. As language is a symbolic representation of an event, there is room for interpretation and probability for distortion.
The choice of words or language in which a sender encodes a message will influence the quality of communication. A robust vocabulary is essential to help you convey what you truly mean.
GAIN RESPECT
The key to inspirational leadership is the ability to influence others and gain their respect.
The stronger the relationship and connection between individuals, the more likely the follower will want to help the leader.
Effective communication delivers tangible results. Some of the areas in which effective communication will positively impact the bottom line include customer satisfaction, service delivery, product quality, employee satisfaction and retention of key talent.
Managers must face squarely the challenge of setting an example themselves and formulate strategies to encourage effective communication between all levels of staff. A company pays a high price for poor communication — low productivity, poor morale and high turnover — if this is not done.
Article by Perrine Oh, an associate with the Institute of Certified Public Accountants of Singapore (ICPAS).
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