HAVE you ever considered how much your body image — your personal packaging — contributes to your business and personal success?
The multi-million dollar cosmetics industry is acutely aware of the value of packaging. You will know this if you have ever bought anything from those glamorous ladies whose counters are always just inside the front door of department stores.
Never mind if surveys tell you that mass market products from the supermarket or the pharmacy are “just as good” as the fancy brands, and you are getting value for money.
Do you drop your favourite brand? Of course, you don’t. Human beings are driven by emotions, not logic — and never more so than when spending their money.
Grab attention
People buy with their eyes as they love packaging. The marketing and merchandising experts have it down to a fine art and know the colours and shapes that people are most likely to buy. They then design their packaging accordingly and make sure it grabs our attention.
The product in the packaging should do what it says it will do, but if it simply looks like it can do the business, then you are more likely to believe it can.
It is just the same with people. Whether you like it or not, people are likely to make judgments about you by your body image — the way you are packaged.
They’ll then decide whether they like you, whether they’ll give you a job or even just believe what you say.
This seems to be so obvious. Yet I have seen professional speakers with scuffed shoes, business leaders with outdated suits and politicians wearing clothes that don’t fit them or suit their shape.
A few months ago, I attended a function where an accountant was invited to speak about his business. He told the assembled audience how efficient his business was and about their attention to detail.
However, his tie was undone and his shirt looked like he was breaking it in for a smaller friend. His suit, though probably expensive, wasn’t the right colour for him and merely drew attention to the fact that its wearer liked his food.
All of the things he was saying were totally contradicted by his body image.
Lawyer, accountant, plumber or software engineer — it doesn’t matter what you do; other people are very likely to make a judgment about your abilities by how you are packaged.
Your colleagues and your boss will all make decisions about the quality of your work and your promotion prospects by your dress and body image.
We tend to make decisions very quickly about people we come into contact with. Psychologists have established that we subconsciously make around 11 decisions about other people within the first six seconds of meeting them.
Personnel managers have admitted in surveys to making a decision about a job applicant within the first 30 seconds of an interview, these decisions being made primarily on how the people looked and carried themselves.
How you look will confirm or contradict what you say. First impressions are also lasting impressions and take a lot of changing.
We can’t all have the perfect looks or the perfect body, whatever that is. It doesn’t matter what shape you are but it does matter how you package that shape, if you want to make an impact on other people.
How you package yourself can also make a huge difference to your selfconfidence. Have you ever noticed how confident and self-assured you feel when you dress in something you feel good in and when someone genuinely compliments you?
The problem is that many of us don’t have a clue as to what really suits us and compliments our shape. This is why so many business people are turning to image consultants to improve their personal impact.
This may seem like a costly luxury, but consider the cost of restricting your career or possibly not winning a new account.
Get advice
So what do you do? You could ask your nearest and dearest to be honest with you and tell you what they really think about what you wear. And you really need to listen and heed what they say.
Buy fashion magazines to keep up-todate on the latest trends. Visit a good clothes store where the sales assistants will give you unbiased advice.
It’s also important to look after the details. Do your spectacles suit your face? Are you in need of a more modern haircut? What does that cheap plastic watch say about you?
Men need to be careful about novelty ties and fancy socks with a business suit. Women need to watch their make-up, the colours they use and the perfume they wear — the key is looking elegant and professional.
You may have a lot more to offer than a jar of anti-wrinkle cream or a packet of cornflakes. However, no one is going to pick you off the shelf if they don’t like your packaging.
by Alan Fairweather, a professional speaker and associate consultant with d’Oz International.
Sunday, March 22, 2009
Say yes to saying “no”
SAYING no is not easy, and it is especially challenging when the person making a request is your boss or an equally powerful person — the client.
It can be quite intimidating to consider refusing a request from either of these high-ranking people because they seem to hold your fate in their hands.
However, you stand to suffer greater consequences if you don’t set boundaries. Attempting to add their requests to your already overloaded “to do” list could result in outcomes that either reflect poorly on you or, worse, negatively affect you.
Failing to set boundaries could result in:
■ Poor-quality work;
■ Failure to deliver on time;
■ Other projects suffering;
■ Your own suffering due to mental and physical exhaustion; and
■ Other people suffering when you are cranky and in stress overload mode.
So, what do you do? When you have “no rank to pull”, your best bet is to seek input, gain clarification and propose alternatives.
A print shop where I used to have my brochures and other printed materials done had a sign over the door that warned customers: “Lack of planning on your part does not constitute an emergency on my part!”
Unfortunately, you may find yourself in a situation where someone has failed to plan and then makes demands on you when he or she goes into “emergency mode”.
Although you may want to please customers and bosses and meet their needs, you don’t want to get stressed or have your work suffer in attempting to meet the demands.
That’s when collaborative phrases can be useful. For example, say to the client: “Would you be willing to wait until Monday morning if we hand-deliver your order?” or “Could you live with it if we finished it up first thing tomorrow instead of 5pm today?” or “We’re finishing up other jobs right now. How about we get started on your requests right after lunch?”
You can use similar phrases when a boss or someone “higher up” in the organisation asks something of you. For example:
■ “I’m working on your other three urgent projects today. Would you be OK with me getting this new project to you by lunch time tomorrow?”
■ “Would it work for you to receive the info you need by tomorrow morning?”
■ “Would it be possible to get this report to you first thing next week instead of Friday afternoon?”
Of course, the boss or client can choose not to go along with your proposed alternative. That’s when you may find yourself needing to get clarification and/or seek input. Try saying:
■ “I would really appreciate the extra time to do the best job possible. Would you be willing to reconsider?”
■ “I’m concerned that the 5pm deadline won’t allow us to gather all the necessary information.”
■ “I’m concerned that working on this project today will delay the other projects that we’re already working on for you. Which one is your highest priority?”
Another work-related scenario crops up when someone says: “I need you to join my committee.” Your possible responses are:
■ “I’m flattered that you’d like me to be part of your committee. However, I’m going to choose to pass.”
■ “I can’t join your committee. What I can do is offer you resources or funding or staff support, or …”
■ “I appreciate your considering me. However, I need to decline.”
The question that will most likely trip you up in choosing to refuse is “why?’ It is very easy at this point to digress into “justification” or “excuse-making” mode. Instead, when someone questions your decision, simply use one of the follow-up phrases below:
■ “It seems to make sense to me.”
■ “It seems like the best decision for me.”
■ “That’s just what I’ve chosen to do.”
■ “It feels right.”
And my all-time favourite:
■ “Why not?”
Practise this approach to saying “no” nicely, and you will feel more in control of your life.
It can be quite intimidating to consider refusing a request from either of these high-ranking people because they seem to hold your fate in their hands.
However, you stand to suffer greater consequences if you don’t set boundaries. Attempting to add their requests to your already overloaded “to do” list could result in outcomes that either reflect poorly on you or, worse, negatively affect you.
Failing to set boundaries could result in:
■ Poor-quality work;
■ Failure to deliver on time;
■ Other projects suffering;
■ Your own suffering due to mental and physical exhaustion; and
■ Other people suffering when you are cranky and in stress overload mode.
So, what do you do? When you have “no rank to pull”, your best bet is to seek input, gain clarification and propose alternatives.
A print shop where I used to have my brochures and other printed materials done had a sign over the door that warned customers: “Lack of planning on your part does not constitute an emergency on my part!”
Unfortunately, you may find yourself in a situation where someone has failed to plan and then makes demands on you when he or she goes into “emergency mode”.
Although you may want to please customers and bosses and meet their needs, you don’t want to get stressed or have your work suffer in attempting to meet the demands.
That’s when collaborative phrases can be useful. For example, say to the client: “Would you be willing to wait until Monday morning if we hand-deliver your order?” or “Could you live with it if we finished it up first thing tomorrow instead of 5pm today?” or “We’re finishing up other jobs right now. How about we get started on your requests right after lunch?”
You can use similar phrases when a boss or someone “higher up” in the organisation asks something of you. For example:
■ “I’m working on your other three urgent projects today. Would you be OK with me getting this new project to you by lunch time tomorrow?”
■ “Would it work for you to receive the info you need by tomorrow morning?”
■ “Would it be possible to get this report to you first thing next week instead of Friday afternoon?”
Of course, the boss or client can choose not to go along with your proposed alternative. That’s when you may find yourself needing to get clarification and/or seek input. Try saying:
■ “I would really appreciate the extra time to do the best job possible. Would you be willing to reconsider?”
■ “I’m concerned that the 5pm deadline won’t allow us to gather all the necessary information.”
■ “I’m concerned that working on this project today will delay the other projects that we’re already working on for you. Which one is your highest priority?”
Another work-related scenario crops up when someone says: “I need you to join my committee.” Your possible responses are:
■ “I’m flattered that you’d like me to be part of your committee. However, I’m going to choose to pass.”
■ “I can’t join your committee. What I can do is offer you resources or funding or staff support, or …”
■ “I appreciate your considering me. However, I need to decline.”
The question that will most likely trip you up in choosing to refuse is “why?’ It is very easy at this point to digress into “justification” or “excuse-making” mode. Instead, when someone questions your decision, simply use one of the follow-up phrases below:
■ “It seems to make sense to me.”
■ “It seems like the best decision for me.”
■ “That’s just what I’ve chosen to do.”
■ “It feels right.”
And my all-time favourite:
■ “Why not?”
Practise this approach to saying “no” nicely, and you will feel more in control of your life.
Move with the times
IN the aftermath of the US sub-prime mortgage crisis and with oil and commodity prices escalating, the global economy is getting gloomier.
As part of the global business community, your organisation has already or will most likely be impacted. How can you ensure that your organisation makes the best of the change in the economic climate?
Here is a list of steps you might want to follow to prepare your organisation for a rebound:
1 FOCUS ON IMPROVEMENT
Take advantage of the slowdown to improve your products, services and processes. Invest in training your staff so your skills will be even stronger when the economy improves and your business gets better.
2 ADD VALUE
When it comes to business, do not confuse creativity with invention and innovation. Creativity is related to people’s mindsets and about making new connections. Invention is related to skill sets and about creating new things in a physical reality. Innovation is about thinking up new ways to add value to other people’s lives. Innovate with a clear focus on increasing your top line, bottom line and customer engagement or you end up wasting time and money.
3 MAKE INFORMED CHANGES
Seize the opportunity to get customer feedback. Do not ask your customers directly what they want through surveys as they do not understand your business as well as you do and cannot see it from your perspective. Get your employees to ask your customers what they want. Then get your employees to improve on their demands.
4 EMBRACE THE AGE OF DISRUPTION
This is an age of disruption, short attention spans and faster half-lives. Pay closer attention to value propositions and core values. Learn to build greater value propositions and observe how people are actually buying to coincide with their core values. This will give your subsequent marketing a new competitive edge once the economy picks up.
5 MAKE A COMMITMENT TO EXCELLENCE
Discover what the greatest leap forward is and strive to excel at it. Collaborate with willing parties, bring together value propositions, clarify individual and collective gains and you will magnify your chance of success.
People are far more willing to collaborate in bad times, when a new angle is needed, than boom times when everyone is too caught up with doing business.
6 DO WHAT’S NECESSARY FIRST
In sporting jargon, “downtime” is called post-season and a time for athletes to recuperate followed by a pre-season, a time for them to train and shape up. In business jargon, “downtime” refers to a downturn and “pre-season” a trough.
Focus on your core business. Identify the few things you need to do well right now and get it done. Do not try to do everything. Concentrate on the vital aspects first.
7 STOP SELLING
To benefit from a lasting value proposition, you need to stop selling and focus on having people fall in love with you, your ideas, products, services and experiences instead.
This is the time to ignore fads and look for the established principles that has given rise to them. Stop attempting to get people to buy what they do not want and figure out what they need, want and desire instead.
8 “WOULDN’T IT BE GREAT IF
Work with your team and identify 10 propositions that would be great for both your customer and the company. Then look for ways to implement them.
Conduct a 100 New Ideas and Ideals Workshop and focus on the few that you and your staff think is best to work on.
9 EVALUATE YOUR PEOPLE
Do a quick evaluation of all your people. What are their strengths and weaknesses? What personality traits do you think would make your business grow and what personality traits can you do without? Who is living up to their potential and who is not?
All these are important questions as your people are either your competitive assets or liabilities. Invest in research, development and innovation so you can compete better when the economy picks up.
Smart companies transform problems faced during a downturn into profitable opportunities and these strategies may help your company do the same.
by Manoj Sharma, chief executive officer of DifferWorld. com, a professional development company.
As part of the global business community, your organisation has already or will most likely be impacted. How can you ensure that your organisation makes the best of the change in the economic climate?
Here is a list of steps you might want to follow to prepare your organisation for a rebound:
1 FOCUS ON IMPROVEMENT
Take advantage of the slowdown to improve your products, services and processes. Invest in training your staff so your skills will be even stronger when the economy improves and your business gets better.
2 ADD VALUE
When it comes to business, do not confuse creativity with invention and innovation. Creativity is related to people’s mindsets and about making new connections. Invention is related to skill sets and about creating new things in a physical reality. Innovation is about thinking up new ways to add value to other people’s lives. Innovate with a clear focus on increasing your top line, bottom line and customer engagement or you end up wasting time and money.
3 MAKE INFORMED CHANGES
Seize the opportunity to get customer feedback. Do not ask your customers directly what they want through surveys as they do not understand your business as well as you do and cannot see it from your perspective. Get your employees to ask your customers what they want. Then get your employees to improve on their demands.
4 EMBRACE THE AGE OF DISRUPTION
This is an age of disruption, short attention spans and faster half-lives. Pay closer attention to value propositions and core values. Learn to build greater value propositions and observe how people are actually buying to coincide with their core values. This will give your subsequent marketing a new competitive edge once the economy picks up.
5 MAKE A COMMITMENT TO EXCELLENCE
Discover what the greatest leap forward is and strive to excel at it. Collaborate with willing parties, bring together value propositions, clarify individual and collective gains and you will magnify your chance of success.
People are far more willing to collaborate in bad times, when a new angle is needed, than boom times when everyone is too caught up with doing business.
6 DO WHAT’S NECESSARY FIRST
In sporting jargon, “downtime” is called post-season and a time for athletes to recuperate followed by a pre-season, a time for them to train and shape up. In business jargon, “downtime” refers to a downturn and “pre-season” a trough.
Focus on your core business. Identify the few things you need to do well right now and get it done. Do not try to do everything. Concentrate on the vital aspects first.
7 STOP SELLING
To benefit from a lasting value proposition, you need to stop selling and focus on having people fall in love with you, your ideas, products, services and experiences instead.
This is the time to ignore fads and look for the established principles that has given rise to them. Stop attempting to get people to buy what they do not want and figure out what they need, want and desire instead.
8 “WOULDN’T IT BE GREAT IF
Work with your team and identify 10 propositions that would be great for both your customer and the company. Then look for ways to implement them.
Conduct a 100 New Ideas and Ideals Workshop and focus on the few that you and your staff think is best to work on.
9 EVALUATE YOUR PEOPLE
Do a quick evaluation of all your people. What are their strengths and weaknesses? What personality traits do you think would make your business grow and what personality traits can you do without? Who is living up to their potential and who is not?
All these are important questions as your people are either your competitive assets or liabilities. Invest in research, development and innovation so you can compete better when the economy picks up.
Smart companies transform problems faced during a downturn into profitable opportunities and these strategies may help your company do the same.
by Manoj Sharma, chief executive officer of DifferWorld. com, a professional development company.
Leadership is an extreme thing
It is about traits but not just about traits.
In 1997, while I was working at NBC News, Mother Teresa, Nobel Prize winner, died. While preparing for a special programme on her life as a tribute to her, I started browsing stories and facts about her. Here was a shy, introvert woman, born as Agnes Gonxha Bojaxhiuin, who impacted the world.
At the height of the siege of Beirut in 1982, she managed to persuade the Israelis and Palestinians to cease fire long enough to allow the rescue of 37 children from a hospital.
A captivating story was when she went to an Indian bakery and insisted on getting free bread for her homeless children in Calcutta. The baker slapped her hard and asked her to get out of there. She did not become defensive or smack the baker for his assault on her. Instead, she calmly said, “I probably deserved that slap for asking for free bread. Now, please give me my bread.”
She harassed the baker for two hours until he could no longer tolerate her and just gave her the bread to get rid of her. Here, she displayed her extreme humility but also her extreme assertiveness in one situation. And I started to get a sense of what leadership was.
So, what is leadership? Being outspoken, charismatic, visionary, inspiring and passionate does not mean that you are a leader. Leadership is about traits but not just about traits. I have discovered that all leaders, from Mother Teresa to Jack Welch, have this same ability: They are experts at using the right traits at the right moment.
Here’s a quick question. Which is more important for leaders to have: The ability to listen or the ability to talk? The ability to be detail-oriented or the ability to see the big picture and be strategic? The ability to learn or to teach? The ability to be humble or to be assertive? To rule by authority or by influence? The ability to drive change oneself or to empower others to lead the change?
These traits are generally the polar opposites of each other. Ironically, the answer to each of the questions above is: Both. Leadership is about context and situation. It is the ability to behave in the right way at the right time and to do the right thing at the right moment.
In interviews, Mother Teresa said she learnt to move seamlessly between the two extremes from her studies of Jesus. He displayed such extreme contrast in behaviour when he authoritatively removed illegal sellers from the temple premises with a whip. And yet just after that, he humbles himself to wash the feet of his followers.
From my personal research and observation of top leaders in action, including Jack Welch, I find that great leaders are a peculiar bunch – almost like Dr Jekyll and Mr Hyde when it comes to their leadership actions. They effortlessly move from opposite leadership traits with expertise.
Sun Tzu’s The Art of War says: “Benevolence and righteousness may be used to govern a state but cannot be used to administer an army. Expediency and flexibility are used in administrating an army, but cannot be used in governing a state.”
Sun Tzu understood that leadership was contextual and situational. Leadership “tricks” cannot be applied in government as to military as to business. Context matters.
Jack Welch always said leadership was all about 4Es: Energy, Energises, Edge and Execute. Jack lied. (He forgot to mention the other E – Extreme).
Welch is a classic example whose entire leadership legacy is based on swinging between extreme leadership traits. Having worked at General Electric for more than 12 years, I have personally seen Welch constantly switch between extremes.
He swung from staying macro, visionary and discussing strategy to instantaneously digging deep, asking questions that enable him to plough through the details of a situation. That’s what real leaders do – swing from one extreme to another and be able to handle both extremes perfectly well.
I have also seen Welch use authority and fear to drive home a point or to ensure that an action is taken but, at the same time, he also encouraged his employees to have ownership, engagement and empowered them to take action by themselves. This seems rather contradictory but it is really situational.
Welch knew when positional power was necessary to get things done and when to use influence to empower his employees. That’s the power of great leaders – the ability to use both extremes of leadership traits to the fullest extent.
Great leaders know when to abandon or quit a failed idea and when to pursue it until it succeeds. Many would say that Nelson Mandela’s greatest legacy as President of South Africa was the way he chose to leave it. Mandela could have been president for life (and he had good reason to do so) but he chose not to.
Mandela knew that leaders lead as much by what they choose not to do as what they choose to do. Yet, he did not quit the fight in those 27 years he was in prison. He persevered. He knew when to quit and when not to.
Mahatma Gandhi led a fifth of humanity to independence in a leadership style that broke every political rule in the book. He took numerous beatings without a fight and readily accepted prison terms but, at the same time, he also mobilised a march against the British in the 240-mile Salt March and defied his colonial rulers by urging his fellow countrymen to burn their foreign-made clothing.
Gandhi was also wise enough to mobilise people from all walks of life to stand up for him.
Yet, he took personal leadership to a different level by inflicting himself with pain and fasting. Here was a man who was the epitome of leadership – leveraging the power of “extreme leadership.”
So what does this mean for me? Can you become the next Gandhi, Welch, Mandela or Moyes? Of course you can!
I met David Moyes, the manager of over-achieving football club Everton, and he mentioned how he learnt very early in his life the importance of decision-making and managing each situation differently. He said there is no formula for leadership. Leadership is about reading and reacting accordingly to every situation and knowing each is unique.
For example, if there is a decision that needs to be made, there are two ways to approach it: One, by using data and the other, by using intuition.
Great leaders know when to use what. Or managing your employees – should you use compliance or should you empower?
Great leaders know when to employ a directive style or when empowering leadership is needed. They react to each situation according to its context.
Markus Buckingham in his book, First Break all the Rules, did research on thousands of leaders. He found that the greatest managers in the world seem to have little in common, differing in sex, age, and race and employing vastly different styles.
Yet, despite their differences, they share a common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. And they break these rules because they understand that each situation faced is unique and requires leadership “flex”.
There is a time to be humble, yet there is a time to be assertive and take action. There is a time to ensure perfection, yet there is a time to go for speed and simplicity. There is a time to smile and a time to get serious. A time for discipline and a time for spontaneity.
Great leaders know the right time when to alternate between contrasting leadership traits. Decision-making based on context and situation lies at the heart of great leadership.
So, you want to be a leader? Learn to be extreme. Leadership is, after all, an extreme thing.
by Roshan Thiran is CEO of Leaderonomics
In 1997, while I was working at NBC News, Mother Teresa, Nobel Prize winner, died. While preparing for a special programme on her life as a tribute to her, I started browsing stories and facts about her. Here was a shy, introvert woman, born as Agnes Gonxha Bojaxhiuin, who impacted the world.
At the height of the siege of Beirut in 1982, she managed to persuade the Israelis and Palestinians to cease fire long enough to allow the rescue of 37 children from a hospital.
A captivating story was when she went to an Indian bakery and insisted on getting free bread for her homeless children in Calcutta. The baker slapped her hard and asked her to get out of there. She did not become defensive or smack the baker for his assault on her. Instead, she calmly said, “I probably deserved that slap for asking for free bread. Now, please give me my bread.”
She harassed the baker for two hours until he could no longer tolerate her and just gave her the bread to get rid of her. Here, she displayed her extreme humility but also her extreme assertiveness in one situation. And I started to get a sense of what leadership was.
So, what is leadership? Being outspoken, charismatic, visionary, inspiring and passionate does not mean that you are a leader. Leadership is about traits but not just about traits. I have discovered that all leaders, from Mother Teresa to Jack Welch, have this same ability: They are experts at using the right traits at the right moment.
Here’s a quick question. Which is more important for leaders to have: The ability to listen or the ability to talk? The ability to be detail-oriented or the ability to see the big picture and be strategic? The ability to learn or to teach? The ability to be humble or to be assertive? To rule by authority or by influence? The ability to drive change oneself or to empower others to lead the change?
These traits are generally the polar opposites of each other. Ironically, the answer to each of the questions above is: Both. Leadership is about context and situation. It is the ability to behave in the right way at the right time and to do the right thing at the right moment.
In interviews, Mother Teresa said she learnt to move seamlessly between the two extremes from her studies of Jesus. He displayed such extreme contrast in behaviour when he authoritatively removed illegal sellers from the temple premises with a whip. And yet just after that, he humbles himself to wash the feet of his followers.
From my personal research and observation of top leaders in action, including Jack Welch, I find that great leaders are a peculiar bunch – almost like Dr Jekyll and Mr Hyde when it comes to their leadership actions. They effortlessly move from opposite leadership traits with expertise.
Sun Tzu’s The Art of War says: “Benevolence and righteousness may be used to govern a state but cannot be used to administer an army. Expediency and flexibility are used in administrating an army, but cannot be used in governing a state.”
Sun Tzu understood that leadership was contextual and situational. Leadership “tricks” cannot be applied in government as to military as to business. Context matters.
Jack Welch always said leadership was all about 4Es: Energy, Energises, Edge and Execute. Jack lied. (He forgot to mention the other E – Extreme).
Welch is a classic example whose entire leadership legacy is based on swinging between extreme leadership traits. Having worked at General Electric for more than 12 years, I have personally seen Welch constantly switch between extremes.
He swung from staying macro, visionary and discussing strategy to instantaneously digging deep, asking questions that enable him to plough through the details of a situation. That’s what real leaders do – swing from one extreme to another and be able to handle both extremes perfectly well.
I have also seen Welch use authority and fear to drive home a point or to ensure that an action is taken but, at the same time, he also encouraged his employees to have ownership, engagement and empowered them to take action by themselves. This seems rather contradictory but it is really situational.
Welch knew when positional power was necessary to get things done and when to use influence to empower his employees. That’s the power of great leaders – the ability to use both extremes of leadership traits to the fullest extent.
Great leaders know when to abandon or quit a failed idea and when to pursue it until it succeeds. Many would say that Nelson Mandela’s greatest legacy as President of South Africa was the way he chose to leave it. Mandela could have been president for life (and he had good reason to do so) but he chose not to.
Mandela knew that leaders lead as much by what they choose not to do as what they choose to do. Yet, he did not quit the fight in those 27 years he was in prison. He persevered. He knew when to quit and when not to.
Mahatma Gandhi led a fifth of humanity to independence in a leadership style that broke every political rule in the book. He took numerous beatings without a fight and readily accepted prison terms but, at the same time, he also mobilised a march against the British in the 240-mile Salt March and defied his colonial rulers by urging his fellow countrymen to burn their foreign-made clothing.
Gandhi was also wise enough to mobilise people from all walks of life to stand up for him.
Yet, he took personal leadership to a different level by inflicting himself with pain and fasting. Here was a man who was the epitome of leadership – leveraging the power of “extreme leadership.”
So what does this mean for me? Can you become the next Gandhi, Welch, Mandela or Moyes? Of course you can!
I met David Moyes, the manager of over-achieving football club Everton, and he mentioned how he learnt very early in his life the importance of decision-making and managing each situation differently. He said there is no formula for leadership. Leadership is about reading and reacting accordingly to every situation and knowing each is unique.
For example, if there is a decision that needs to be made, there are two ways to approach it: One, by using data and the other, by using intuition.
Great leaders know when to use what. Or managing your employees – should you use compliance or should you empower?
Great leaders know when to employ a directive style or when empowering leadership is needed. They react to each situation according to its context.
Markus Buckingham in his book, First Break all the Rules, did research on thousands of leaders. He found that the greatest managers in the world seem to have little in common, differing in sex, age, and race and employing vastly different styles.
Yet, despite their differences, they share a common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. And they break these rules because they understand that each situation faced is unique and requires leadership “flex”.
There is a time to be humble, yet there is a time to be assertive and take action. There is a time to ensure perfection, yet there is a time to go for speed and simplicity. There is a time to smile and a time to get serious. A time for discipline and a time for spontaneity.
Great leaders know the right time when to alternate between contrasting leadership traits. Decision-making based on context and situation lies at the heart of great leadership.
So, you want to be a leader? Learn to be extreme. Leadership is, after all, an extreme thing.
by Roshan Thiran is CEO of Leaderonomics
Saturday, March 14, 2009
Find your dream job
EVERY employer has preferences on how he wishes to receive job applications.
It could be written (including email), verbal (over the phone) or in person. It is important that you follow their instructions closely if you hope to get a response.
Remember, your application is not the only one that an employer will receive. Therefore, try to see things from his point of view.
Some employers want applicants to fill out application forms at their office even though they may already sent in their resumés.
These may be requirements that the employer’s company may have to fulfil as part of their human resource policy.
Think about what they are asking for and how they are asking you to apply. This may give you clues on what is important to the employer.
Occasionally, some employers ask or a handwritten letter of application. Do not send a typewritten one instead.
If you are going through the trouble of applying for the job, why not do what the employer asks?
Before you send in an application, though, ask yourself the following questions:
● Are my qualifications and experience suited for the job I wish to apply for?
● Do I have a particular skill or qualification that may be utilised fully in this job?
● What type of career prospects does this job offer?
● Does this job meet my overall career objective?
● Is this job congruent to my beliefs and values?
● What are the learning opportunities offered by this job and company?
● Does the work environment suit me?
KEEP AN OPEN MIND
Do not prejudge any opportunity without considering the possibilities. Use the job search process as a chance to discover yourself.
Some employers require job applicants to undergo personality tests, while others may consider you for opportunities that you may not have considered.
DOLLARS AND SENSE
Ask for reasonable remuneration. Some employers want to pay too little. There are also employees who want to earn too much. Do not compare salaries with your peers.
Sometimes the job title may be identical but the job scope may be very different. Be sure to think about the career path and opportunities that the position offers.
A good place to find out what you can possibly earn is the job pages in the newspapers as some employers advertise salary levels.
Read the job description which may be included in the advertisement. You can also get accurate salary information from reputable human resource consultancies.
DEVELOP A STRATEGY
Take a strategic approach to your job search. Study the market on opportunities available and your competition.
Who are the people who are likely to compete with you? What is their profile? What strengths or weaknesses are they likely to have?
Also think about your own unique selling proposition — what do you have to offer?
MAKE THE EFFORT
Looking for the ideal job always requires effort on the part of the applicant.
Go the extra mile, treat the job search process as a challenge and a learning opportunity. Your effort will not go in vain.
Some employers tend to set tasks for prospective employees to do.
Usually, they are not testing the applicant on the content of the project but on their willingness to try something new.
Such an employer is actually saying: “I am interested in you, I am willing to make the time for you but are you willing to make the time for our company?”
It could be written (including email), verbal (over the phone) or in person. It is important that you follow their instructions closely if you hope to get a response.
Remember, your application is not the only one that an employer will receive. Therefore, try to see things from his point of view.
Some employers want applicants to fill out application forms at their office even though they may already sent in their resumés.
These may be requirements that the employer’s company may have to fulfil as part of their human resource policy.
Think about what they are asking for and how they are asking you to apply. This may give you clues on what is important to the employer.
Occasionally, some employers ask or a handwritten letter of application. Do not send a typewritten one instead.
If you are going through the trouble of applying for the job, why not do what the employer asks?
Before you send in an application, though, ask yourself the following questions:
● Are my qualifications and experience suited for the job I wish to apply for?
● Do I have a particular skill or qualification that may be utilised fully in this job?
● What type of career prospects does this job offer?
● Does this job meet my overall career objective?
● Is this job congruent to my beliefs and values?
● What are the learning opportunities offered by this job and company?
● Does the work environment suit me?
KEEP AN OPEN MIND
Do not prejudge any opportunity without considering the possibilities. Use the job search process as a chance to discover yourself.
Some employers require job applicants to undergo personality tests, while others may consider you for opportunities that you may not have considered.
DOLLARS AND SENSE
Ask for reasonable remuneration. Some employers want to pay too little. There are also employees who want to earn too much. Do not compare salaries with your peers.
Sometimes the job title may be identical but the job scope may be very different. Be sure to think about the career path and opportunities that the position offers.
A good place to find out what you can possibly earn is the job pages in the newspapers as some employers advertise salary levels.
Read the job description which may be included in the advertisement. You can also get accurate salary information from reputable human resource consultancies.
DEVELOP A STRATEGY
Take a strategic approach to your job search. Study the market on opportunities available and your competition.
Who are the people who are likely to compete with you? What is their profile? What strengths or weaknesses are they likely to have?
Also think about your own unique selling proposition — what do you have to offer?
MAKE THE EFFORT
Looking for the ideal job always requires effort on the part of the applicant.
Go the extra mile, treat the job search process as a challenge and a learning opportunity. Your effort will not go in vain.
Some employers tend to set tasks for prospective employees to do.
Usually, they are not testing the applicant on the content of the project but on their willingness to try something new.
Such an employer is actually saying: “I am interested in you, I am willing to make the time for you but are you willing to make the time for our company?”
Turn your hobby into a business
ONE of the best home businesses you may venture into will be in the realm of hobbies.
Many consumers are surprised to see how easy it is to maintain a viable secondary income by commercialising their favourite hobbies.
The Web provides the easiest way to sell your interests because of the amount of traffic. You can have visitors from all over the world within a single month.
Even if people in your area do not view your hobby as anything extraordinary, others elsewhere will view your talent as unique and intriguing.
1 GIVE YOUR BUSINESS A NAME
To craft a home business from your hobby, first think of a good name for your company. It should be unique and interesting in itself.
Make a list of your favourite company names and key them into a search engine.
Which name brings back the most results? You will want to use names that return few or no listings.
If you want a more precise search, enclose the name within quotation marks. For example, if you are searching for Acme Beadwork and want only search results with that exact phrase, you should type “Acme Beadwork” into the search engine.
2 CREATE YOUR WEBSITE
Once you have picked an interesting name, you can then purchase a domain to go with it.
When you have a hosting company and are ready to create your website, focus on making the pages appear like a store. List your items in descriptive and clear paragraphs and use intriguing titles.
If you don’t have a digital camera, get one with a resolution of at least 4 megapixels. Use it to take photographs of your products so that your customers can have a visual idea of what you are selling.
3 TELL YOUR HISTORY
Plan out sections to go on your website. Most will feature an area specifically for display and sale of goods.
It is also interesting to create an “about the artist” section that shows your history and accomplishments.
4 RESEARCH ON PRICING
You will also want to research current pricing of similar works online. If you are creating a store to sell watercolour paintings, you should research other artists who sell their works online.
Try to find an artist who is on a similar professional level as you. An artist who has painted for 50 years will likely sell his works for much more than those who have only been painting a few years.
When dealing in art, including your own, you don’t want to overprice your wares.
Underpricing is equally harmful. It may give visitors the impression that you are a newer painter or designer and your work is of lower quality.
You can always offer specials for whatever events you choose. However, for a base price, do your homework.
5 MARKET YOUR WORK
To complete the process of turning your hobby into a business, you should also invest in promotion.
You don’t need to spend hundreds or thousands of dollars in advertising. Start your promotional ventures small so that you can verify which method is most successful.
Are there local galleries that will allow you to display a sampling of your work? If so, you can also have them add your website address to the information displayed.
The Internet will also provide the most affordable and effective means of advertising your website.
Advertisements in e-zines and on other websites will cost far less than the average ad in a newspaper.
Musicians and graphic designers will not be able to display their work as freely as a visual artist. Unlike a painting, these files can be easily stolen or “borrowed” by online traffic.
Graphic designers should place a watermark somewhere in the image. If people attempt to copy the image, they will also copy the watermark. The watermark will be displayed wherever they try to use it.
Musicians can opt to publish excerpts of their songs or complete songs with background statements that the work is merely a sample song offered on the website.
It doesn’t matter if your hobby is fly fishing or quilting. A hobby can be easily turned into a business online.
You may be seeking a secondary income or are interested in changing your job. Such a business can be either and will give your online audience a taste of your unique and creative products that are not found elsewhere in the world.
Many consumers are surprised to see how easy it is to maintain a viable secondary income by commercialising their favourite hobbies.
The Web provides the easiest way to sell your interests because of the amount of traffic. You can have visitors from all over the world within a single month.
Even if people in your area do not view your hobby as anything extraordinary, others elsewhere will view your talent as unique and intriguing.
1 GIVE YOUR BUSINESS A NAME
To craft a home business from your hobby, first think of a good name for your company. It should be unique and interesting in itself.
Make a list of your favourite company names and key them into a search engine.
Which name brings back the most results? You will want to use names that return few or no listings.
If you want a more precise search, enclose the name within quotation marks. For example, if you are searching for Acme Beadwork and want only search results with that exact phrase, you should type “Acme Beadwork” into the search engine.
2 CREATE YOUR WEBSITE
Once you have picked an interesting name, you can then purchase a domain to go with it.
When you have a hosting company and are ready to create your website, focus on making the pages appear like a store. List your items in descriptive and clear paragraphs and use intriguing titles.
If you don’t have a digital camera, get one with a resolution of at least 4 megapixels. Use it to take photographs of your products so that your customers can have a visual idea of what you are selling.
3 TELL YOUR HISTORY
Plan out sections to go on your website. Most will feature an area specifically for display and sale of goods.
It is also interesting to create an “about the artist” section that shows your history and accomplishments.
4 RESEARCH ON PRICING
You will also want to research current pricing of similar works online. If you are creating a store to sell watercolour paintings, you should research other artists who sell their works online.
Try to find an artist who is on a similar professional level as you. An artist who has painted for 50 years will likely sell his works for much more than those who have only been painting a few years.
When dealing in art, including your own, you don’t want to overprice your wares.
Underpricing is equally harmful. It may give visitors the impression that you are a newer painter or designer and your work is of lower quality.
You can always offer specials for whatever events you choose. However, for a base price, do your homework.
5 MARKET YOUR WORK
To complete the process of turning your hobby into a business, you should also invest in promotion.
You don’t need to spend hundreds or thousands of dollars in advertising. Start your promotional ventures small so that you can verify which method is most successful.
Are there local galleries that will allow you to display a sampling of your work? If so, you can also have them add your website address to the information displayed.
The Internet will also provide the most affordable and effective means of advertising your website.
Advertisements in e-zines and on other websites will cost far less than the average ad in a newspaper.
Musicians and graphic designers will not be able to display their work as freely as a visual artist. Unlike a painting, these files can be easily stolen or “borrowed” by online traffic.
Graphic designers should place a watermark somewhere in the image. If people attempt to copy the image, they will also copy the watermark. The watermark will be displayed wherever they try to use it.
Musicians can opt to publish excerpts of their songs or complete songs with background statements that the work is merely a sample song offered on the website.
It doesn’t matter if your hobby is fly fishing or quilting. A hobby can be easily turned into a business online.
You may be seeking a secondary income or are interested in changing your job. Such a business can be either and will give your online audience a taste of your unique and creative products that are not found elsewhere in the world.
Be a global manager
TO survive in the new global knowledge economy, all organisations must develop a global mindset. They must also understand national cultures and the ways of doing business in different nations.
Managers must possess the following five competencies to function effectively in the new global marketplace.
Cross-cultural competence
Understanding other cultures is the key to success. This is also critical for “thinking globally and strategically”. Some of the world’s greatest brands have paid a tremendous price for overlooking this basic fact. Wal-Mart, which has succeeded in China, struggled to “connect” with Japanese consumers. Coca-Cola had a steep learning curve in Japan. India remains a great challenge.
The clash of national and organisational cultures of Germany’s Daimler and the US’ Chrysler was a principal reason for the failure of Daimler-Chrysler. In the world of international relations, understanding the other culture should always be a top priority.
It is critical that organisations develop cross-cultural competence — the ability to understand, respect, listen and learn from other cultures — in their managers.
Relationship skills
In most of the world, business and international relations are based on personal relationships. Connections, or guanxi as the Chinese call it, are critical. Managers must be able to connect with and build close personal relationships with decision makers in the other countries.
A manager can have all the technical and financial expertise, but if he or she does not have the patience and competence to establish and develop genuine personal relationships and trust, the individual and organisation will not succeed in the local context.
In many parts of the world, western contracts and agreements mean little or nothing. Trust is key. A person’s word is often the bond that makes things happen.
Language
English is the language of global business. But managers must understand that some knowledge of the local language of the country in which a company wants to do business goes a very long way. It is amazing what can happen when a local national sees that the “foreigner” is attempting to speak in the local language.
Multilingualism is an asset that an organisation should look for in its search for talent.
Given the nature of the new global economy and the major players in it, a knowledge of Cantonese or Mandarin, Japanese, Spanish, English and a major Indian language can give one a real edge.
Collaboration
Little can be accomplished in the new global economy without collaboration across national boundaries. In hiring managers to effectively compete in this new economy, companies must look for individuals who thrive on team work and global collaboration. In the 24/7 world where time zones really don’t exist, virtual teams are running the world!
Facebook, Google Talk, Yahoo Instant Messenger and the Internet have revolutionised the world of business. People are getting to know each other without even meeting physically, and collaborating on tasks and projects, across boundaries. There are no age, gender or racial barriers in this new world of global collaboration. And you have the ability to solve problems, get things done and sell products and services anytime, anywhere.
Global marketing
In the final analysis, everything has to be sold. To be truly effective in the 24/7 time-zoneless world, companies should hire managers who are above all exceptional marketers and salesmen. Nothing happens in any organisation anywhere unless a product or service is sold. No one gets paid.
Listening to customers everywhere on this planet, bonding with them and helping them achieve their dreams, is what distinguishes the winners from the losers.
Financial, supply chain and technology systems must exist to focus totally on the customer. In the words of the father of management, Peter Drucker, “The purpose of a business is to create a customer”. Little has changed. Today’s challenge is to retain and multiply them.
Managers must possess the following five competencies to function effectively in the new global marketplace.
Cross-cultural competence
Understanding other cultures is the key to success. This is also critical for “thinking globally and strategically”. Some of the world’s greatest brands have paid a tremendous price for overlooking this basic fact. Wal-Mart, which has succeeded in China, struggled to “connect” with Japanese consumers. Coca-Cola had a steep learning curve in Japan. India remains a great challenge.
The clash of national and organisational cultures of Germany’s Daimler and the US’ Chrysler was a principal reason for the failure of Daimler-Chrysler. In the world of international relations, understanding the other culture should always be a top priority.
It is critical that organisations develop cross-cultural competence — the ability to understand, respect, listen and learn from other cultures — in their managers.
Relationship skills
In most of the world, business and international relations are based on personal relationships. Connections, or guanxi as the Chinese call it, are critical. Managers must be able to connect with and build close personal relationships with decision makers in the other countries.
A manager can have all the technical and financial expertise, but if he or she does not have the patience and competence to establish and develop genuine personal relationships and trust, the individual and organisation will not succeed in the local context.
In many parts of the world, western contracts and agreements mean little or nothing. Trust is key. A person’s word is often the bond that makes things happen.
Language
English is the language of global business. But managers must understand that some knowledge of the local language of the country in which a company wants to do business goes a very long way. It is amazing what can happen when a local national sees that the “foreigner” is attempting to speak in the local language.
Multilingualism is an asset that an organisation should look for in its search for talent.
Given the nature of the new global economy and the major players in it, a knowledge of Cantonese or Mandarin, Japanese, Spanish, English and a major Indian language can give one a real edge.
Collaboration
Little can be accomplished in the new global economy without collaboration across national boundaries. In hiring managers to effectively compete in this new economy, companies must look for individuals who thrive on team work and global collaboration. In the 24/7 world where time zones really don’t exist, virtual teams are running the world!
Facebook, Google Talk, Yahoo Instant Messenger and the Internet have revolutionised the world of business. People are getting to know each other without even meeting physically, and collaborating on tasks and projects, across boundaries. There are no age, gender or racial barriers in this new world of global collaboration. And you have the ability to solve problems, get things done and sell products and services anytime, anywhere.
Global marketing
In the final analysis, everything has to be sold. To be truly effective in the 24/7 time-zoneless world, companies should hire managers who are above all exceptional marketers and salesmen. Nothing happens in any organisation anywhere unless a product or service is sold. No one gets paid.
Listening to customers everywhere on this planet, bonding with them and helping them achieve their dreams, is what distinguishes the winners from the losers.
Financial, supply chain and technology systems must exist to focus totally on the customer. In the words of the father of management, Peter Drucker, “The purpose of a business is to create a customer”. Little has changed. Today’s challenge is to retain and multiply them.
Hire the right people
Recruiting skilled employees is a perennial challenge for businesses of all sizes, particularly at the professional and technical staff levels.
To attract the best, companies must continually come up with creative and attention-grabbing recruitment strategies. Here are some tips to turn your company’s recruitment campaign into a success:
1 THINK LIKE A JOB SEEKER
Competitive compensation and the prospect of stable employment are no longer sufficient to attract top candidates.
Candidates are increasingly seeking meaningful work and career development opportunities. Employers need to consider the unique needs, interests and preferences of a broad spectrum of employees.
2 IMPLEMENT A DOUBLEINTERNSHIP MODEL
Interning is an effective way to maintain a pipeline of talents. It allows firms to try out students for full-time employment, while training them in the company.
Maximise an internship programme by having students work in different areas of the company, depending on their interests and abilities.
The opportunity to build skills by working on new areas helps sustain interest and increases the likelihood of the student returning as a full-time employee to the company.
3 MAKE RECRUITMENT AN ONGOING PROCESS
Companies that attract and hire the best employees are always recruiting, even if they have no vacancies. Continue to look out for potential candidates.
Keep an active database of the names and resumés of candidates whom you have met or who have expressed interest in your firm. Share these with your human resource department for future position openings.
4 APPLY THE COMPETENCYBASED INTERVIEW TECHNIQUE
The competency-based interview (CBI) is a technique used to judge candidates on the same criteria with a focus on establishing job fit.
During the interview, candidates are asked to describe their behaviour according to the following:
● Situation: The candidate is asked to detail a situation in which he has been called upon to exhibit a certain kind of behaviour. Example: “Tell me about a situation when you had to deliver some unwelcome news.”
● Approach: Here, the candidate details how he set about handling the situation. It is important to understand the full process undertaken. Example: “How did you go about breaking the news?”
● Outcome: The candidate must demonstrate specifically why he feels the outcome was successful. He should ideally include independent feedback by someone else. Example: “What was the result? How did they take it?”
Probe with additional questions where necessary.
5 BOOST REFERRAL BONUSES
Often, the best source of candidates is right in front of you. Your staff may know of talented professionals who may be available on the market.
Be sure to spread the word among your staff when you have a vacancy to fill. Post the complete job description in the pantry or on the company Intranet, so employees are aware of the criteria.
Also, increase the amount of the referral bonus your current employees will receive. Firms who practise this report an increase in the number and quality of people hired through employee referrals.
6 CONSIDER TEMP-TO-HIRE ARRANGEMENTS
An employer can evaluate a candidate’s “fit” with the team, company’s overall culture, and the specific position in the longterm by hiring individuals on a temporary basis initially.
7 EMPHASISE FLEXIBILITY DURING RECRUITING
Work-life balance is a concern for more employees today. Companies should emphasise ways they can help staff manage work and personal issues. For example, make part-time or flexible work arrangements available for mothers returning to the workforce.
8 COUNTERACT ENTRY-LEVEL ‘ENNUI
Tedious work in the early years of one’s career is the norm. Employers need to cater to the changing demands and expectations of employees.
Make these positions more appealing by offering more opportunities for continuous learning. And strike a balance between challenging and routine assignments. It is critical to develop fast-track career paths out of entry-level positions into more significant roles for potential employees.
SHOW APPRECIATION
All candidates aspire to work for an organisation that appreciates them and facilitates their career advancement in the long term. The key to attracting the best talents during the hiring process is to consistently communicate to candidates how the firm values its employees.
To attract the best, companies must continually come up with creative and attention-grabbing recruitment strategies. Here are some tips to turn your company’s recruitment campaign into a success:
1 THINK LIKE A JOB SEEKER
Competitive compensation and the prospect of stable employment are no longer sufficient to attract top candidates.
Candidates are increasingly seeking meaningful work and career development opportunities. Employers need to consider the unique needs, interests and preferences of a broad spectrum of employees.
2 IMPLEMENT A DOUBLEINTERNSHIP MODEL
Interning is an effective way to maintain a pipeline of talents. It allows firms to try out students for full-time employment, while training them in the company.
Maximise an internship programme by having students work in different areas of the company, depending on their interests and abilities.
The opportunity to build skills by working on new areas helps sustain interest and increases the likelihood of the student returning as a full-time employee to the company.
3 MAKE RECRUITMENT AN ONGOING PROCESS
Companies that attract and hire the best employees are always recruiting, even if they have no vacancies. Continue to look out for potential candidates.
Keep an active database of the names and resumés of candidates whom you have met or who have expressed interest in your firm. Share these with your human resource department for future position openings.
4 APPLY THE COMPETENCYBASED INTERVIEW TECHNIQUE
The competency-based interview (CBI) is a technique used to judge candidates on the same criteria with a focus on establishing job fit.
During the interview, candidates are asked to describe their behaviour according to the following:
● Situation: The candidate is asked to detail a situation in which he has been called upon to exhibit a certain kind of behaviour. Example: “Tell me about a situation when you had to deliver some unwelcome news.”
● Approach: Here, the candidate details how he set about handling the situation. It is important to understand the full process undertaken. Example: “How did you go about breaking the news?”
● Outcome: The candidate must demonstrate specifically why he feels the outcome was successful. He should ideally include independent feedback by someone else. Example: “What was the result? How did they take it?”
Probe with additional questions where necessary.
5 BOOST REFERRAL BONUSES
Often, the best source of candidates is right in front of you. Your staff may know of talented professionals who may be available on the market.
Be sure to spread the word among your staff when you have a vacancy to fill. Post the complete job description in the pantry or on the company Intranet, so employees are aware of the criteria.
Also, increase the amount of the referral bonus your current employees will receive. Firms who practise this report an increase in the number and quality of people hired through employee referrals.
6 CONSIDER TEMP-TO-HIRE ARRANGEMENTS
An employer can evaluate a candidate’s “fit” with the team, company’s overall culture, and the specific position in the longterm by hiring individuals on a temporary basis initially.
7 EMPHASISE FLEXIBILITY DURING RECRUITING
Work-life balance is a concern for more employees today. Companies should emphasise ways they can help staff manage work and personal issues. For example, make part-time or flexible work arrangements available for mothers returning to the workforce.
8 COUNTERACT ENTRY-LEVEL ‘ENNUI
Tedious work in the early years of one’s career is the norm. Employers need to cater to the changing demands and expectations of employees.
Make these positions more appealing by offering more opportunities for continuous learning. And strike a balance between challenging and routine assignments. It is critical to develop fast-track career paths out of entry-level positions into more significant roles for potential employees.
SHOW APPRECIATION
All candidates aspire to work for an organisation that appreciates them and facilitates their career advancement in the long term. The key to attracting the best talents during the hiring process is to consistently communicate to candidates how the firm values its employees.
Try a little kindness
T HAS been said that success is getting what you want, but happiness is wanting what you get.
Or to put it another way: Perspective, next to money, is the easiest thing to lose.
So, by all means, seek to increase your charisma. Try to become the most effective person you can be. Work at making a good first impression and projecting a positive image — but also try to retain self-awareness.
Look around you. Think of how you appear to others.
Be alert to the impression you are creating, or trying to create. If you try too hard to impress, or make a big to-do of the grand gesture, or come on too strong or too insensitively, you will often end up creating a negative impression.
Making the best impression and the surest way to charisma often just means putting others first.
It has been reported that one New York cab driver, for example, makes US$30,000 (RM108,000) more a year in tips alone than other cabbies.
Why? It is because he offers passengers a choice of several newspapers, cold drinks or fresh fruit. He asks them what kind of music they prefer, and otherwise does his best to make his customers comfortable. In hectic, brusque Manhattan, his small acts of decency make him stand out.
Thus, people with the most effective images often are those who are the least obtrusive about it.
In fact, sometimes it is a simple act or gesture of courtesy — like announcing your first and last name when you see someone who may possibly have forgotten them — that burnishes your image and sets you pleasantly apart.
Maybe it is a short note of thanks for some favour someone did for you, or saying something nice and genuine about someone in front of his boss.
If never made, these gestures probably would not be missed. That is why they are so obvious when you make them.
In other words, being a genuinely good person who cares about others and who does things because they are the right things to do may be the ultimate key to increasing your personal magnetism or charisma.
Always do right because, as Mark Twain said, that will gratify some people and astonish the rest.
Or to put it another way: Perspective, next to money, is the easiest thing to lose.
So, by all means, seek to increase your charisma. Try to become the most effective person you can be. Work at making a good first impression and projecting a positive image — but also try to retain self-awareness.
Look around you. Think of how you appear to others.
Be alert to the impression you are creating, or trying to create. If you try too hard to impress, or make a big to-do of the grand gesture, or come on too strong or too insensitively, you will often end up creating a negative impression.
Making the best impression and the surest way to charisma often just means putting others first.
It has been reported that one New York cab driver, for example, makes US$30,000 (RM108,000) more a year in tips alone than other cabbies.
Why? It is because he offers passengers a choice of several newspapers, cold drinks or fresh fruit. He asks them what kind of music they prefer, and otherwise does his best to make his customers comfortable. In hectic, brusque Manhattan, his small acts of decency make him stand out.
Thus, people with the most effective images often are those who are the least obtrusive about it.
In fact, sometimes it is a simple act or gesture of courtesy — like announcing your first and last name when you see someone who may possibly have forgotten them — that burnishes your image and sets you pleasantly apart.
Maybe it is a short note of thanks for some favour someone did for you, or saying something nice and genuine about someone in front of his boss.
If never made, these gestures probably would not be missed. That is why they are so obvious when you make them.
In other words, being a genuinely good person who cares about others and who does things because they are the right things to do may be the ultimate key to increasing your personal magnetism or charisma.
Always do right because, as Mark Twain said, that will gratify some people and astonish the rest.
Correct me if I am wrong
SELF-CORRECTION means the ability to initiate change and evaluate the results.
It means you ask for feedback and have a mindset that it is about problem solving, not about the need to be right.
It means being able to see when you have developed a non-productive pattern in your behaviour, or being able to say: “I think this approach isn’t working, I’d better try something different.”
Self-correction is based on negative feedback. When things are going well, you generally don’t think about changing anything.
It is only when something goes wrong, or you recognise the potential for it going wrong, that you decide to make corrections.
This is the phenomenon of negative feedback — feedback that is based on receiving negative information.
A very simple example is the big toe on your right foot. You probably were not thinking about it until I mentioned it.
If you had stubbed your toe just now and it was throbbing, you would be thinking about it and how to take care of it. That is the principle of negative feedback.
It seems unfortunate but true that people learn mainly by making mistakes.
Mr Buckminster Fuller was an architect, inventor and philosopher. His most well known contribution was the geodesic dome. In the many books he wrote in his later life, one theme was constant.
He emphasised repeatedly that human beings learn only through mistakes. The billions of human beings in history have made quadrillions of mistakes — that is the only way we have arrived at the knowledge that we have.
He also pointed out that humans might have been so mortified by the number of mistakes they have made that they would have become too discouraged to continue with the experiment of life.
But fortunately, we have a built-in sense of pride in the fact that we can learn, and we have the gift of memory that allows us to keep somewhat of an inventory on our mistakes. That prevents us from repeating all of them over and over again.
When you possess the trait of self-correction — sometimes it is called “course-correction” — you are able to learn from your mistakes.
You also get better at spotting the need for change before disaster strikes.
It is similar to being able to monitor symptoms of illness in your body before they turn into serious problems.
“I made a mistake”, “I went off on a tangent”, or “I got off on the wrong foot” — these are ways of acknowledging that you tried something that didn’t work out as you had planned.
If you find that you are not saying those kinds of things very often, or at all, it might mean your versatility is low, or it might mean you are not trying anything new.
As Mr Fuller said, it is the reason we were given two feet — to make a mistake first to the left and then to the right and over and over again.
It is only by self-correcting at every step you take that you are able to walk in a somewhat straight direction.
It means you ask for feedback and have a mindset that it is about problem solving, not about the need to be right.
It means being able to see when you have developed a non-productive pattern in your behaviour, or being able to say: “I think this approach isn’t working, I’d better try something different.”
Self-correction is based on negative feedback. When things are going well, you generally don’t think about changing anything.
It is only when something goes wrong, or you recognise the potential for it going wrong, that you decide to make corrections.
This is the phenomenon of negative feedback — feedback that is based on receiving negative information.
A very simple example is the big toe on your right foot. You probably were not thinking about it until I mentioned it.
If you had stubbed your toe just now and it was throbbing, you would be thinking about it and how to take care of it. That is the principle of negative feedback.
It seems unfortunate but true that people learn mainly by making mistakes.
Mr Buckminster Fuller was an architect, inventor and philosopher. His most well known contribution was the geodesic dome. In the many books he wrote in his later life, one theme was constant.
He emphasised repeatedly that human beings learn only through mistakes. The billions of human beings in history have made quadrillions of mistakes — that is the only way we have arrived at the knowledge that we have.
He also pointed out that humans might have been so mortified by the number of mistakes they have made that they would have become too discouraged to continue with the experiment of life.
But fortunately, we have a built-in sense of pride in the fact that we can learn, and we have the gift of memory that allows us to keep somewhat of an inventory on our mistakes. That prevents us from repeating all of them over and over again.
When you possess the trait of self-correction — sometimes it is called “course-correction” — you are able to learn from your mistakes.
You also get better at spotting the need for change before disaster strikes.
It is similar to being able to monitor symptoms of illness in your body before they turn into serious problems.
“I made a mistake”, “I went off on a tangent”, or “I got off on the wrong foot” — these are ways of acknowledging that you tried something that didn’t work out as you had planned.
If you find that you are not saying those kinds of things very often, or at all, it might mean your versatility is low, or it might mean you are not trying anything new.
As Mr Fuller said, it is the reason we were given two feet — to make a mistake first to the left and then to the right and over and over again.
It is only by self-correcting at every step you take that you are able to walk in a somewhat straight direction.
Make better decisions
Make better decisions
Renowned motivation guru Anthony Robbins once said: “It is in your moments of decision that your destiny is shaped.”
For this reason, many people are often paralysed by the fear of making the wrong decision, especially when it comes to the weightier ones that have a more serious impact on their lives.
However, the wise words of former US president Theodore Roosevelt resonate louder: “In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.”
The task of making sound decisions for yourself, your staff or organisation is always a challenge, especially when it affects the professional and personal well-being of the said parties.
Here are four styles of decision-making to help you make better decisions:
1 Democratic
The first style of decision-making involves the leader (assumed decision-maker) giving up ownership and control of a decision and allowing the group to vote.
The action to be taken will then be decided by a majority vote. This results in a fairly fast decision and a certain amount of group participation. However, such a style results in a lack of group and personal responsibility.
2 Autocratic
Here, the leader maintains total control and ownership of the decision. He is solely responsible for the positive or negative outcome of the decision.
This is usually the best option in an emergency or crisis situation as decisions are made swiftly.
However, the disadvantages may include declined morale and employee effort if the decision affects an employee who was not included in the decision-making process. The leader may lose his credibility if the outcome of the decision is not positive.
3 Collective-Participative
This type of decision-making is when the leader involves members of the organisation by asking and encouraging them to offer their ideas, perceptions, knowledge and information concerning the decision.
The leader maintains total control of the decision because although information from others is considered, he has the final say. Thus, the leader is also completely responsible for the outcome. While this promotes group participation and involvement, which is good for team morale, this style is fairly slow and time-consuming process.
4 Consensus
In consensus decision-making, the leader relinquishes control of the decision, allowing the group members to take over.
The group, not the leader, is responsible for the outcome. This style differs from democratic decision-making in that everyone must agree and take ownership of the decision.
The style allows for enhanced teamwork and greater group commitment and responsibility. The result has a higher probability of success as many ideas, perspectives and skills are involved in the process. However, of all the four styles, consensus decision-making takes up the most time.
Experience counts
In organisations where the leadership style leans towards collective-participative decision-making, the leader typically consults his managers and departmental heads to assess the various policies and strategies that affect the company before making a decision.
The decision-making process also depends on the leader trusting his instincts and taking into account his years of experience. Hence, he is ultimately responsible and accountable for the result.
Art and science
The decision-making process is both art and science. The founder of Sony, Akio Morita, is a good example of someone whose leadership style is a balance of these disciplines.
When he invented the Walkman over 20 years ago, his engineers and marketing team, who conducted surveys in Japan, believed that the product would flop. But Morita trusted his instincts and went against their advice.
The Walkman became such a resounding success that to this day, it remains one of the biggest and most original breakthroughs for the Japanese conglomerate.
Article by Joshua Yim, the founder and CEO of Achieve Career Consultant
Renowned motivation guru Anthony Robbins once said: “It is in your moments of decision that your destiny is shaped.”
For this reason, many people are often paralysed by the fear of making the wrong decision, especially when it comes to the weightier ones that have a more serious impact on their lives.
However, the wise words of former US president Theodore Roosevelt resonate louder: “In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.”
The task of making sound decisions for yourself, your staff or organisation is always a challenge, especially when it affects the professional and personal well-being of the said parties.
Here are four styles of decision-making to help you make better decisions:
1 Democratic
The first style of decision-making involves the leader (assumed decision-maker) giving up ownership and control of a decision and allowing the group to vote.
The action to be taken will then be decided by a majority vote. This results in a fairly fast decision and a certain amount of group participation. However, such a style results in a lack of group and personal responsibility.
2 Autocratic
Here, the leader maintains total control and ownership of the decision. He is solely responsible for the positive or negative outcome of the decision.
This is usually the best option in an emergency or crisis situation as decisions are made swiftly.
However, the disadvantages may include declined morale and employee effort if the decision affects an employee who was not included in the decision-making process. The leader may lose his credibility if the outcome of the decision is not positive.
3 Collective-Participative
This type of decision-making is when the leader involves members of the organisation by asking and encouraging them to offer their ideas, perceptions, knowledge and information concerning the decision.
The leader maintains total control of the decision because although information from others is considered, he has the final say. Thus, the leader is also completely responsible for the outcome. While this promotes group participation and involvement, which is good for team morale, this style is fairly slow and time-consuming process.
4 Consensus
In consensus decision-making, the leader relinquishes control of the decision, allowing the group members to take over.
The group, not the leader, is responsible for the outcome. This style differs from democratic decision-making in that everyone must agree and take ownership of the decision.
The style allows for enhanced teamwork and greater group commitment and responsibility. The result has a higher probability of success as many ideas, perspectives and skills are involved in the process. However, of all the four styles, consensus decision-making takes up the most time.
Experience counts
In organisations where the leadership style leans towards collective-participative decision-making, the leader typically consults his managers and departmental heads to assess the various policies and strategies that affect the company before making a decision.
The decision-making process also depends on the leader trusting his instincts and taking into account his years of experience. Hence, he is ultimately responsible and accountable for the result.
Art and science
The decision-making process is both art and science. The founder of Sony, Akio Morita, is a good example of someone whose leadership style is a balance of these disciplines.
When he invented the Walkman over 20 years ago, his engineers and marketing team, who conducted surveys in Japan, believed that the product would flop. But Morita trusted his instincts and went against their advice.
The Walkman became such a resounding success that to this day, it remains one of the biggest and most original breakthroughs for the Japanese conglomerate.
Article by Joshua Yim, the founder and CEO of Achieve Career Consultant
Staying on track
ONE of the critical challenges in any industry is executing projects efficiently and effectively. This includes meeting tight deadlines and producing flawless results.
A project can range from a new product development in a small or medium industry to something as big as organising an event or a construction project. Or it could be done on the internal level within an organisation such as implementing a new system or programme.
Irrespective of the nature of a project, certain commonalities and “best practices” can be observed for successful project management and execution. And adhering to deadlines is critical in any project or programme implementation.
The trust and satisfaction gained from a happy client upon the robust execution of a project can translate into more business opportunities for an organisation.
Regardless of its scale, a project leader occupies one of the hottest seats in an organisation. Here are 10 tips for effective managing and executing of a project from conceptualisation to completion:
1 Define the objective
The key to starting a project is to identify the precise “deliverables”, especially the tangible ones, from the word go.
Point out as many points as possible and get the agreement of the client or stakeholders, such as the top management, for internal projects to avoid conflict and misunderstanding later.
2 Establish a road map
The next step in the project execution is to establish a project management plan. List down various activities or processes sequentially.
If you are tasked to meet a pre-defined target date, work backwards from the target date and remember to align the plan with the goals.
Make room for unexpected delays by having some buffer in the timeline. As far as possible, provide specific target dates for clarity instead of the week number. Prioritise activities depending on how each activity fits into the overall project plan.
3 Assign roles
Once the activities are listed, assign a process manager for each task. A distinction should be made between the main process manager and co-process manager who will support the execution of the individual tasks to avoid confusion on accountability.
Encourage process managers to develop their own “micro-plan” for the individual activities that correspond with the overall plan.
4 Engage everyone
Involve all critical team members like suppliers and contractors during the early stages, where applicable, to obtain the necessary support and commitment to the project activities and timeline. Get feedback from the team and incorporate valid suggestions into the project plan.
5 Assess and reassess
Review the requirements thoroughly. These include the intended objectives or application and legal or other licensing requirements. A detailed review and interpretation of the requirements would help to avoid any unpleasant surprises at mature stages of the project development.
Beware of any lapse or oversight at the initial stages that may result in delays and additional costs. Estimate the resources and expenses needed to obtain the necessary approval for the budget.
6 Identify challenges
The client or top management will appreciate any concerns of real or potential challenges raised before the project commences. Have counter- proposals ready while voicing these concerns as this expedites the decision-making process while reflecting your involvement and knowledge of the project at hand.
7 Anticipate obstacles
It is always a good practice to predict potential obstacles and have contingency plans ready for such eventualities, especially at the critical stages. This will prevent panic and uncertainty should your team bump into any obstacles.
8 Check the progress
Do a periodic review of the project’s progress. This is vital in ensuring that the project is going according to plan. The reviews should include all process managers, and a reporting system needs to be established for feedback on the progress of each activity.
Should any unforeseen issues be encountered, create a plan on how to react to them and publish them to keep all stakeholders updated.
A simple colour code like a traffic light system provides an effective snapshot of the status of various activities. This would also serve as a quick overview to update the top management or client.
9 Pat on the back
Check that the end result meets the goals of the project upon completion. If the output falls short of expectations, find the gaps and act on them quickly.
Show your appreciation to the team once the project has been completed. Acknowledging efforts will go a long way in boosting your team members’ morale and motivation.
10 Keep in mind
Once the project has been delivered, reflect on the execution process. Record the problems encountered and the lessons learnt. Doing so will help in future projects and identify opportunities for systemic improvements within the organisation.
A project can range from a new product development in a small or medium industry to something as big as organising an event or a construction project. Or it could be done on the internal level within an organisation such as implementing a new system or programme.
Irrespective of the nature of a project, certain commonalities and “best practices” can be observed for successful project management and execution. And adhering to deadlines is critical in any project or programme implementation.
The trust and satisfaction gained from a happy client upon the robust execution of a project can translate into more business opportunities for an organisation.
Regardless of its scale, a project leader occupies one of the hottest seats in an organisation. Here are 10 tips for effective managing and executing of a project from conceptualisation to completion:
1 Define the objective
The key to starting a project is to identify the precise “deliverables”, especially the tangible ones, from the word go.
Point out as many points as possible and get the agreement of the client or stakeholders, such as the top management, for internal projects to avoid conflict and misunderstanding later.
2 Establish a road map
The next step in the project execution is to establish a project management plan. List down various activities or processes sequentially.
If you are tasked to meet a pre-defined target date, work backwards from the target date and remember to align the plan with the goals.
Make room for unexpected delays by having some buffer in the timeline. As far as possible, provide specific target dates for clarity instead of the week number. Prioritise activities depending on how each activity fits into the overall project plan.
3 Assign roles
Once the activities are listed, assign a process manager for each task. A distinction should be made between the main process manager and co-process manager who will support the execution of the individual tasks to avoid confusion on accountability.
Encourage process managers to develop their own “micro-plan” for the individual activities that correspond with the overall plan.
4 Engage everyone
Involve all critical team members like suppliers and contractors during the early stages, where applicable, to obtain the necessary support and commitment to the project activities and timeline. Get feedback from the team and incorporate valid suggestions into the project plan.
5 Assess and reassess
Review the requirements thoroughly. These include the intended objectives or application and legal or other licensing requirements. A detailed review and interpretation of the requirements would help to avoid any unpleasant surprises at mature stages of the project development.
Beware of any lapse or oversight at the initial stages that may result in delays and additional costs. Estimate the resources and expenses needed to obtain the necessary approval for the budget.
6 Identify challenges
The client or top management will appreciate any concerns of real or potential challenges raised before the project commences. Have counter- proposals ready while voicing these concerns as this expedites the decision-making process while reflecting your involvement and knowledge of the project at hand.
7 Anticipate obstacles
It is always a good practice to predict potential obstacles and have contingency plans ready for such eventualities, especially at the critical stages. This will prevent panic and uncertainty should your team bump into any obstacles.
8 Check the progress
Do a periodic review of the project’s progress. This is vital in ensuring that the project is going according to plan. The reviews should include all process managers, and a reporting system needs to be established for feedback on the progress of each activity.
Should any unforeseen issues be encountered, create a plan on how to react to them and publish them to keep all stakeholders updated.
A simple colour code like a traffic light system provides an effective snapshot of the status of various activities. This would also serve as a quick overview to update the top management or client.
9 Pat on the back
Check that the end result meets the goals of the project upon completion. If the output falls short of expectations, find the gaps and act on them quickly.
Show your appreciation to the team once the project has been completed. Acknowledging efforts will go a long way in boosting your team members’ morale and motivation.
10 Keep in mind
Once the project has been delivered, reflect on the execution process. Record the problems encountered and the lessons learnt. Doing so will help in future projects and identify opportunities for systemic improvements within the organisation.
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