E-MAIL is the way we communicate, whether it is with parents, friends, co-workers or superiors. The “e” to many of you stands for “easy.” It is easy to just send a bit of information and it is easy to cut corners with grammar, punctuation, syntax and formality.
Actually, over 80 per cent of your communication is through e-mail; therefore, become accustomed to making certain the “e” stands for “engage”.
Engage the reader with the words you write. Do your readers understand your meaning? Do your readers share the same language, vocabulary and knowledge that you do?
If not, engage them in your writings. Let the reader know you want them to understand what you are writing about, why they need the information, and where they can go for more information if need be.
How many times have you been frustrated with an e-mail that does not make sense? Or one that comes across as rude? That uses vocabulary, icons or text messages that leave you mystified? That leaves out pertinent information? Have you ever been mis-interpreted on your e-mail? Most likely, we all have.
The tone of your e-mails, as with any document, is in the head and heart of the reader. Your readers may not translate your words and tone the exact way you intended.
Have you ever sent an e-mail and thought you were being “funny” but the reader felt you were being “hurtful”? After you press the “send” button, your words are left to the reader’s interpretation.
“Engage-mail” allows you to write information that helps the reader with the information. It engages the readers’ senses and thought patterns. “Engage-mail” leaves out vague expressions like “soon”, “significant, “later” or “large”. It is specific: “This afternoon by 3pm”, “15 per cent”, “by Monday” or “twice the size of last year’s growth”.
E-mails are not for just the recipient anymore. Your e-mail may be sent to several peoplewhomyou did not know would read it. So use correct grammar, punctuation and syntax.
Spell out all words — no abbreviations: “for you” instead of “4U” and keep it clean. There may not be a formal signature at the bottom, but your name is at the top and bottom; you are the party responsible for the content. Be polite and respectful.
E-mails are official documents, so treat them as such. Use formal salutation, punctuation—a colon, not a comma — and organise it with an opening, body and closing. Yes, many e-mailsareonlytwoorthreesentences long, and yet those sentences can varyfromyourintention to the reader’s interpretation.
E-mail can control your day if you let it. Check your e-mail two to three times a day, not every 20 minutes. Collect your thoughts when you respond to e-mails as well as when you compose your initial ones. Prioritise them: Which can wait until the end of the day or tomorrow? Which need some more time to ponder and respond? Which can I just automatically delete?
“E” stands for engage and explain. Never assume the reader has the same information you do. When you respond, let the reader know what specific piece of information you are responding to. For example you may send a one-word e-mail, which reads “Okay”. In the original e-mail, the sender may have had two, three, or four pieces of information. What does “okay” refer to? Be specific.
Our lives are full of e-mails and now text messages. Allow your readers the grace of knowing that the e-mails they receive from you will not only be correct and well written, but also engage their senses and sensibilities.
Article by Dee Dukehart, author and communication consultant.
Sunday, September 27, 2009
What your channels really care about
MANY companies sell their products through intermediaries — distributors or resellers, commonly called channels. A channel provides a more cost-efficient route to market.
Often, the channel also sells complementary products that enhance the “total product” offering, or provide a buying experience that adds to the overall selling process.
A company that sells through channels must manage challenges at strategic and operational levels. Since it is dealing with a separate entity, and not a branch office or subsidiary, the most obvious challenge would be that of aligning the channel’s business goals and directions with the company’s own. Only with the right degree of alignment will there be business synergy, channel loyalty and success for both parties.
Showing up, and throwing up
The channel salesman who manages your channel plays a significant role in this alignment effort.
Nine times out of 10, when your channel salesmen meet their resellers, the conversation revolves around what the latest product is and what the channel’s sales targets are, or solving operational issues. While these discussions are a necessary part of daily business operations, they do not help to foster business synergy.
Channel owners and senior management are not interested when a channel salesman shows up and “throws up” the latest product features and marketing initiatives. The company that provides strategic value to the channel will stand apart from the slew of competing products the channel already resells.
It’s not about revenue
The most common mistake is the assumption that your channels are concerned about revenue. They are not — you are.
A successful channel manager will focus on showing the channel the opportunity to grow revenue instead of just pushing for sales figures. This could be in the form of planning co-marketing programmes, and showing them the marketing and advertising support that is in place to support their selling efforts.
Channels want help to win new customers and get new business from existing customers. Given the same net revenue, channels are more interested in a deal that gives a sustainable, recurring revenue stream rather than a one-off big project. For them, it is about cash flow and the ability to finance and manage risk.
Looking beyond profit margins
Channels have a longer-term horizon than most quarterly-driven channel salesmen. As a result, they look beyond just revenue and profit margins. Their real focus is a return on capital. The value of the channel grows when return on capital exceeds the cost of capital.
Channel salesmen must have an understanding of how the channel manages working capital — policies that involve managing current assets, short-term financing, inventory turns, receivables, and so on.
Seize opportunities to help channels improve their return on working capital by providing differential credit terms, improving their sales turnover, helping to manage inventory and obsolete items, and reducing financing risk.
A means to an end
Channels care about skill development more than you think. But developing and upgrading their sales teams are simply a means to an end as the channel’s real goal is finding and retaining the right employees.
Many channels who have 50 or fewer salesmen typically do not invest in sales training or skill upgrading in an organised way. They rely on the principal to provide product updates, soft skill courses and external training.
A strategic channel salesman uses these training resources to work with the channel management to motivate and retain the channel’s employees.
Standing apart from competition
Your channels want you to help them differentiate themselves from their competition, which is typically the other reseller down the street. However, competition can also come from elsewhere, you included.
Many companies adopt a hybrid approach — they sell through resellers, yet sell directly to some larger customers, whom they deem as strategic. To manage conflicts of interest, companies should establish clear rules of engagement and set the right expectations to ensure the channel does not waste resources chasing after the same customers.
Operational efficiency
Channels are obsessed with operational efficiency. A strategic channel salesman should make an effort to be familiar with the channel’s business operations, and to help it by improving the supply chain and increasing velocity and sales turns.
Make it easy for your channel to do business with you. Creating a web ordering system, a less bureaucratic warranty returns process, setting up a channel care line and streamlining after-sales support will help improve the channel’s operational efficiency.
Remember, your channel is selling your product only because it adds business value to them. They are not in it just for revenue and profit. Learn how to effectively help them build their business and be a more effective channel manager.
Article by Andrew Cheong. He has 18 years’ experience in the IT industry and has extensive experience managing channel partners at all levels.
Often, the channel also sells complementary products that enhance the “total product” offering, or provide a buying experience that adds to the overall selling process.
A company that sells through channels must manage challenges at strategic and operational levels. Since it is dealing with a separate entity, and not a branch office or subsidiary, the most obvious challenge would be that of aligning the channel’s business goals and directions with the company’s own. Only with the right degree of alignment will there be business synergy, channel loyalty and success for both parties.
Showing up, and throwing up
The channel salesman who manages your channel plays a significant role in this alignment effort.
Nine times out of 10, when your channel salesmen meet their resellers, the conversation revolves around what the latest product is and what the channel’s sales targets are, or solving operational issues. While these discussions are a necessary part of daily business operations, they do not help to foster business synergy.
Channel owners and senior management are not interested when a channel salesman shows up and “throws up” the latest product features and marketing initiatives. The company that provides strategic value to the channel will stand apart from the slew of competing products the channel already resells.
It’s not about revenue
The most common mistake is the assumption that your channels are concerned about revenue. They are not — you are.
A successful channel manager will focus on showing the channel the opportunity to grow revenue instead of just pushing for sales figures. This could be in the form of planning co-marketing programmes, and showing them the marketing and advertising support that is in place to support their selling efforts.
Channels want help to win new customers and get new business from existing customers. Given the same net revenue, channels are more interested in a deal that gives a sustainable, recurring revenue stream rather than a one-off big project. For them, it is about cash flow and the ability to finance and manage risk.
Looking beyond profit margins
Channels have a longer-term horizon than most quarterly-driven channel salesmen. As a result, they look beyond just revenue and profit margins. Their real focus is a return on capital. The value of the channel grows when return on capital exceeds the cost of capital.
Channel salesmen must have an understanding of how the channel manages working capital — policies that involve managing current assets, short-term financing, inventory turns, receivables, and so on.
Seize opportunities to help channels improve their return on working capital by providing differential credit terms, improving their sales turnover, helping to manage inventory and obsolete items, and reducing financing risk.
A means to an end
Channels care about skill development more than you think. But developing and upgrading their sales teams are simply a means to an end as the channel’s real goal is finding and retaining the right employees.
Many channels who have 50 or fewer salesmen typically do not invest in sales training or skill upgrading in an organised way. They rely on the principal to provide product updates, soft skill courses and external training.
A strategic channel salesman uses these training resources to work with the channel management to motivate and retain the channel’s employees.
Standing apart from competition
Your channels want you to help them differentiate themselves from their competition, which is typically the other reseller down the street. However, competition can also come from elsewhere, you included.
Many companies adopt a hybrid approach — they sell through resellers, yet sell directly to some larger customers, whom they deem as strategic. To manage conflicts of interest, companies should establish clear rules of engagement and set the right expectations to ensure the channel does not waste resources chasing after the same customers.
Operational efficiency
Channels are obsessed with operational efficiency. A strategic channel salesman should make an effort to be familiar with the channel’s business operations, and to help it by improving the supply chain and increasing velocity and sales turns.
Make it easy for your channel to do business with you. Creating a web ordering system, a less bureaucratic warranty returns process, setting up a channel care line and streamlining after-sales support will help improve the channel’s operational efficiency.
Remember, your channel is selling your product only because it adds business value to them. They are not in it just for revenue and profit. Learn how to effectively help them build their business and be a more effective channel manager.
Article by Andrew Cheong. He has 18 years’ experience in the IT industry and has extensive experience managing channel partners at all levels.
Work like a pirate
DID you know that September 19 is International Talk Like a Pirate (ITLAP) Day? In honour of Johnny Depp (the star of Pirates of the Caribbean) and ITLAP Day, let’s take a light-hearted look at why you should forgo traditional entrepreneurial role models for the mighty pirate!
The English word “pirate” is derived ultimately from the Greek word peira meaning “attempt, experience”, or more implicitly, “to find luck on the sea”.
Let’s see how much you can improve your entrepreneurial experience and find some luck in the sea of business opportunities!
1 Get a parrot on your shoulder
The parrot on your shoulder can represent two things:
• Your conscience. Every entrepreneur has moments in time where the easier option does not always represent the right option. Remember the parrot on your shoulder is there to guide you.
• Your mentor. This is the voice of guidance from someone who’s been there and done it. Get the right parrot (or mentor) and you’ll skyrocket to greater heights.
2 The eye patch
An entrepreneur needs to have selective vision. They need to be able to block out distractions and zone in on opportunities. Develop your own figurative eye patch by honing in on what you want to focus on—and making the rest walk the plank.
3 The funky pirate wear
An entrepreneur stands out from the crowd. Whether it is John McGrath, Sydney real estate agent extraordinaire pioneering the “no tie” business look or Sergey Brin, Google co-founder, wearing jeans and a T-shirt to give a keynote address to 10,000 people, entrepreneurs do not feel the need to conform to outdated business standards.
Most wildly successful entrepreneurs do not conform in their businesses. They are edgy and they try new things in their work, which quite often spills over into their outerwear and can make them easy to identify.
4 Any weather—any time
A pirate’s ship and crew carry them through the roughest storms making them mobile, flexible and able to deal with a multitude of circumstances —just like the ultimate entrepreneur.
5 Live and die by the team
No pirate ever managed to crew an entire ship on his own and no successful entrepreneur ever got there without his own crew of motivated, engaged, talented individuals. In the boardroom as on the ocean—the undeserving leader will face a mutiny.
6 The bicorne hat
The entrepreneur needs to be a master of wearing many hats—even if they look as ridiculous as the Napoleonesque bicorne hat! As an entrepreneur, you will need to be motivator, innovator, initial implementer and so much more.
7 The peg leg
The pirate manages to swashbuckle all over the world on slippery decks, in rising oceans and with a peg leg no less!
As entrepreneurs, we all have our own disabilities. Perhaps you don’t have a formal education, perhaps you were poor growing up, perhaps your technology skills aren’t up to scratch. Be like a pirate and get over it! Whatever your peg leg is, compensate for it and move on!
8 The hook
If there’s one thing associated with pirates, it is a hook. As an entrepreneur, you will need a hook to get people on board with your idea, investors or the bank interested in it, and your customers frothing at the mouth for your product or service.
9 The treasure chest
Pirates are single-minded in their search for treasure. They know what their treasure is and they have a map to get there.
What is treasure for you? Is it seeing your product in the market or is it having a crew who love coming to work each day? Know your treasure chest — your goal — and then set about developing a map for how to get there.
10 No introduction needed
Pirates don’t need to define themselves as pirates. You look at them, and you know it. Their crew knows it. They know it. Same thing goes for an entrepreneur.
Like the pirate’s passion for the sea, the passion for entrepreneurship is in your blood. Your heart rate rises at the thought of a new business idea, your brain races and you can’t wait to hoist your colours up the flag pole and set sail on a new adventure.
Article by Kirsty Dunphey, author of Retired At 27 – If I Can Do It Anyone Can.
The English word “pirate” is derived ultimately from the Greek word peira meaning “attempt, experience”, or more implicitly, “to find luck on the sea”.
Let’s see how much you can improve your entrepreneurial experience and find some luck in the sea of business opportunities!
1 Get a parrot on your shoulder
The parrot on your shoulder can represent two things:
• Your conscience. Every entrepreneur has moments in time where the easier option does not always represent the right option. Remember the parrot on your shoulder is there to guide you.
• Your mentor. This is the voice of guidance from someone who’s been there and done it. Get the right parrot (or mentor) and you’ll skyrocket to greater heights.
2 The eye patch
An entrepreneur needs to have selective vision. They need to be able to block out distractions and zone in on opportunities. Develop your own figurative eye patch by honing in on what you want to focus on—and making the rest walk the plank.
3 The funky pirate wear
An entrepreneur stands out from the crowd. Whether it is John McGrath, Sydney real estate agent extraordinaire pioneering the “no tie” business look or Sergey Brin, Google co-founder, wearing jeans and a T-shirt to give a keynote address to 10,000 people, entrepreneurs do not feel the need to conform to outdated business standards.
Most wildly successful entrepreneurs do not conform in their businesses. They are edgy and they try new things in their work, which quite often spills over into their outerwear and can make them easy to identify.
4 Any weather—any time
A pirate’s ship and crew carry them through the roughest storms making them mobile, flexible and able to deal with a multitude of circumstances —just like the ultimate entrepreneur.
5 Live and die by the team
No pirate ever managed to crew an entire ship on his own and no successful entrepreneur ever got there without his own crew of motivated, engaged, talented individuals. In the boardroom as on the ocean—the undeserving leader will face a mutiny.
6 The bicorne hat
The entrepreneur needs to be a master of wearing many hats—even if they look as ridiculous as the Napoleonesque bicorne hat! As an entrepreneur, you will need to be motivator, innovator, initial implementer and so much more.
7 The peg leg
The pirate manages to swashbuckle all over the world on slippery decks, in rising oceans and with a peg leg no less!
As entrepreneurs, we all have our own disabilities. Perhaps you don’t have a formal education, perhaps you were poor growing up, perhaps your technology skills aren’t up to scratch. Be like a pirate and get over it! Whatever your peg leg is, compensate for it and move on!
8 The hook
If there’s one thing associated with pirates, it is a hook. As an entrepreneur, you will need a hook to get people on board with your idea, investors or the bank interested in it, and your customers frothing at the mouth for your product or service.
9 The treasure chest
Pirates are single-minded in their search for treasure. They know what their treasure is and they have a map to get there.
What is treasure for you? Is it seeing your product in the market or is it having a crew who love coming to work each day? Know your treasure chest — your goal — and then set about developing a map for how to get there.
10 No introduction needed
Pirates don’t need to define themselves as pirates. You look at them, and you know it. Their crew knows it. They know it. Same thing goes for an entrepreneur.
Like the pirate’s passion for the sea, the passion for entrepreneurship is in your blood. Your heart rate rises at the thought of a new business idea, your brain races and you can’t wait to hoist your colours up the flag pole and set sail on a new adventure.
Article by Kirsty Dunphey, author of Retired At 27 – If I Can Do It Anyone Can.
When the going gets tough ...
WHEN the economy is going through a challenging period, businessesbecomecautious, hesitant to commit to salary increases and bonuses.
So what do you do if you are looking for a new job?
Besides looking at salary and bonus expectations, there are many other factors that should be taken into consideration:
1 Medical benefits
Many companies provide basic medical benefits for their employees, covering consultation and prescription medicines and hospital expenses. In most cases, the benefit goes to the employee only.
A few companies, like logistics giant FedEx, go beyond the norm and provide medical coverage for employees’ immediate family members as well.
This benefit not only provides the peace of mind that comes from knowing that loved ones are taken care of, there is also a real monetary gain from not having to provide medical cover personally or having to pay out large sums in the event of sickness in the family.
2 Life-long learning
The Government constantly encourages citizens to upgrade their qualifications or learn new skills.
However, education does not come cheap, and as most people have heavy commitments, ongoing education is often not an option.
Therefore, an employer who offers an education reimbursement programme for employees — with amounts that can run into several thousand dollars annually — is providing a serious opportunity for the advancement of its employees.
3 Career progression
Can you see yourself moving up the ranks of the company?
Career progression — the opportunity to move up the corporate ladder in a planned, comprehensive way — should also form a part of any decision to take up a new job.
Companies that offer a “no-limits” career path are rare in this day and age, and they are usually the kinds of organisations that have a very low employee turnover rate at all levels.
For example, more than 90 per cent of the managers at FedEx began their careers in non-management positions, and many of the senior executives have come from the junior ranks.
Even David L. Cunningham, the president of FedEx Asia Pacific, began his career sorting and loading packages in the company’s Memphis hub.
4 Working environment
You spend almost one-third of your day at work, so you should really pay attention to the type of environment being offered by a prospective employer.
A healthy and constructive environment can be achieved through communication. Open or two-way communication gives employees the opportunity to talk with management about issues that affect them in the workplace, and take ownership of their environment.
Employees who have the opportunity to communicate with management about all aspects of the company are in a nurturing work environment.
Check with people who work in the organisation you are interested in joining.
Is it an organisation that listens to all its employees and takes their concerns seriously? Does it ensure that communication is open and transparent and encourage feedback without fear?
5 Job satisfaction
A recent study showed that one-third of Asian workers felt frustrated about their work. The reasons cited included a lack of empowerment and professional development.
Achieving job satisfaction makes employees happy and committed to a company.
In addition to a range of employee recognition programmes, annual professional training and engaging employees in day-to-day operations as well as broader business management and planning are some of the many ways companies like FedEx reward, retain and attract talent.
6 Work-life balance
Many employees feel that stress is a major factor in their working lives. Having enough time to spend with loved ones outside of work is crucial for them to recharge and relieve stress.
Striking a balance at home and work actually benefits both the employee and the employer. There is ample evidence to suggest that if an employee is taken care of, he will, in turn, take care of the company’s customers, and that will take care of the profit.
Monetary reward, although an important consideration, should not be the only criteria for choosing a job.
A caring and supportive company enables employees to be more productive, and productive employees are generally happier.
Article by Amy Leung, managing director of human resources for FedEx Express, South Pacific.
So what do you do if you are looking for a new job?
Besides looking at salary and bonus expectations, there are many other factors that should be taken into consideration:
1 Medical benefits
Many companies provide basic medical benefits for their employees, covering consultation and prescription medicines and hospital expenses. In most cases, the benefit goes to the employee only.
A few companies, like logistics giant FedEx, go beyond the norm and provide medical coverage for employees’ immediate family members as well.
This benefit not only provides the peace of mind that comes from knowing that loved ones are taken care of, there is also a real monetary gain from not having to provide medical cover personally or having to pay out large sums in the event of sickness in the family.
2 Life-long learning
The Government constantly encourages citizens to upgrade their qualifications or learn new skills.
However, education does not come cheap, and as most people have heavy commitments, ongoing education is often not an option.
Therefore, an employer who offers an education reimbursement programme for employees — with amounts that can run into several thousand dollars annually — is providing a serious opportunity for the advancement of its employees.
3 Career progression
Can you see yourself moving up the ranks of the company?
Career progression — the opportunity to move up the corporate ladder in a planned, comprehensive way — should also form a part of any decision to take up a new job.
Companies that offer a “no-limits” career path are rare in this day and age, and they are usually the kinds of organisations that have a very low employee turnover rate at all levels.
For example, more than 90 per cent of the managers at FedEx began their careers in non-management positions, and many of the senior executives have come from the junior ranks.
Even David L. Cunningham, the president of FedEx Asia Pacific, began his career sorting and loading packages in the company’s Memphis hub.
4 Working environment
You spend almost one-third of your day at work, so you should really pay attention to the type of environment being offered by a prospective employer.
A healthy and constructive environment can be achieved through communication. Open or two-way communication gives employees the opportunity to talk with management about issues that affect them in the workplace, and take ownership of their environment.
Employees who have the opportunity to communicate with management about all aspects of the company are in a nurturing work environment.
Check with people who work in the organisation you are interested in joining.
Is it an organisation that listens to all its employees and takes their concerns seriously? Does it ensure that communication is open and transparent and encourage feedback without fear?
5 Job satisfaction
A recent study showed that one-third of Asian workers felt frustrated about their work. The reasons cited included a lack of empowerment and professional development.
Achieving job satisfaction makes employees happy and committed to a company.
In addition to a range of employee recognition programmes, annual professional training and engaging employees in day-to-day operations as well as broader business management and planning are some of the many ways companies like FedEx reward, retain and attract talent.
6 Work-life balance
Many employees feel that stress is a major factor in their working lives. Having enough time to spend with loved ones outside of work is crucial for them to recharge and relieve stress.
Striking a balance at home and work actually benefits both the employee and the employer. There is ample evidence to suggest that if an employee is taken care of, he will, in turn, take care of the company’s customers, and that will take care of the profit.
Monetary reward, although an important consideration, should not be the only criteria for choosing a job.
A caring and supportive company enables employees to be more productive, and productive employees are generally happier.
Article by Amy Leung, managing director of human resources for FedEx Express, South Pacific.
Let your true colours shine
HISTORY tells us that tough economic times raise the anxiety and stress levels of most professionals. Being a survivor can be tough enough without attempting to climb the ladder of success in your job. But showing your potential leadership qualities now is more vital to your professional career than ever before.
So where are the opportunities to rise above the uncertainty of these difficult times? The answer lies in practising powerful business etiquette skills that will let your true colours shine.
Business etiquette is an essential set of guidelines that will help you achieve peak performance every day. Business etiquette skills are essential to get a job, keep it and succeed.
By practising outstanding business etiquette and putting your best image forward, you can give your professional reputation the leading edge — before and after the economy makes a much anticipated recovery.
Are you ready to rise and shine above the stormy weather? The colours of the rainbow will show you how:
Red
This colour signifies a danger zone. Avoid indulging in the sins of office politics, rumour and gossip. Adding bits of information, no matter how insignificant they might seem, often changes a harmless statement into a hot potato. There is already enough anxiety during tough times, so do not feed the rumour mill by contriving and surmising. Nobody wants to be at the receiving end of gossip that is vicious and dangerous.
Green
This colour reminds you to go forward with confidence, especially when you need to deal with business associates from abroad. Being well prepared will help you make a lasting impression. Listen carefully, focus on what is being said, be ready to accept business customs instead of judging them, and do not assume that your usual way of doing things is always the best way.
Indigo
This is the colour of positivity. Make it your business to show a more caring and positive attitude in the workplace. Now is the time to build stronger bonds and show more concern for those you work with.
Blue
Blue signifies calmness and responsibility in your communication. Poor communication is the single largest issue in the workplace. The answer to any challenge lies in everyone doing his part to improve communication. So take responsibility for learning how to project good personal skills and build better business relationships.
Yellow
Bright and cheery, yellow is the colour of optimism and acceptance. It reminds you to confront and embrace change — not always the easiest skill in the business etiquette toolbox. Those who view a sideways or downward shift in position as a major setback will find it more difficult to rise triumphantly in the lead-up to the next opportunity. Worse still, they may miss the next opportunity altogether!
Accepting a major change in your role, or having the courage to deal positively with a job loss, will help you in your next phase — your reinvention!
Orange
This is the colour said to make the biggest impact on first impressions. So too does dressing appropriately for your role. Remember that you are selling yourself all day, every day. Being well-groomed and dressing appropriately is an essential ingredient of other people’s perception of you. You will feel more confident too, thanks to your newfound professional poise.
Violet
This signifies the colour of friendship and connectedness — and is a good colour to remember when hosting or entertaining business associates. But do keep it relevant to business. Some people make the mistake of thinking that an evening out with work associates or bosses can be treated as a time to kick up their heels as if they were out casually with friends. But the rule remains — business entertaining should be treated like an extra special business meeting.
There is little doubt that applying brilliant business etiquette skills will help provide a boost to your career and allow you to shine in and out of the office.
Even when times are bleak, these all-important guidelines will ensure that you put your best professional face forward every time. You will also attract positive recognition and make your working life much more rewarding.
Article by Tina Altieri, a television presenter, media trainer and communication coach.
So where are the opportunities to rise above the uncertainty of these difficult times? The answer lies in practising powerful business etiquette skills that will let your true colours shine.
Business etiquette is an essential set of guidelines that will help you achieve peak performance every day. Business etiquette skills are essential to get a job, keep it and succeed.
By practising outstanding business etiquette and putting your best image forward, you can give your professional reputation the leading edge — before and after the economy makes a much anticipated recovery.
Are you ready to rise and shine above the stormy weather? The colours of the rainbow will show you how:
Red
This colour signifies a danger zone. Avoid indulging in the sins of office politics, rumour and gossip. Adding bits of information, no matter how insignificant they might seem, often changes a harmless statement into a hot potato. There is already enough anxiety during tough times, so do not feed the rumour mill by contriving and surmising. Nobody wants to be at the receiving end of gossip that is vicious and dangerous.
Green
This colour reminds you to go forward with confidence, especially when you need to deal with business associates from abroad. Being well prepared will help you make a lasting impression. Listen carefully, focus on what is being said, be ready to accept business customs instead of judging them, and do not assume that your usual way of doing things is always the best way.
Indigo
This is the colour of positivity. Make it your business to show a more caring and positive attitude in the workplace. Now is the time to build stronger bonds and show more concern for those you work with.
Blue
Blue signifies calmness and responsibility in your communication. Poor communication is the single largest issue in the workplace. The answer to any challenge lies in everyone doing his part to improve communication. So take responsibility for learning how to project good personal skills and build better business relationships.
Yellow
Bright and cheery, yellow is the colour of optimism and acceptance. It reminds you to confront and embrace change — not always the easiest skill in the business etiquette toolbox. Those who view a sideways or downward shift in position as a major setback will find it more difficult to rise triumphantly in the lead-up to the next opportunity. Worse still, they may miss the next opportunity altogether!
Accepting a major change in your role, or having the courage to deal positively with a job loss, will help you in your next phase — your reinvention!
Orange
This is the colour said to make the biggest impact on first impressions. So too does dressing appropriately for your role. Remember that you are selling yourself all day, every day. Being well-groomed and dressing appropriately is an essential ingredient of other people’s perception of you. You will feel more confident too, thanks to your newfound professional poise.
Violet
This signifies the colour of friendship and connectedness — and is a good colour to remember when hosting or entertaining business associates. But do keep it relevant to business. Some people make the mistake of thinking that an evening out with work associates or bosses can be treated as a time to kick up their heels as if they were out casually with friends. But the rule remains — business entertaining should be treated like an extra special business meeting.
There is little doubt that applying brilliant business etiquette skills will help provide a boost to your career and allow you to shine in and out of the office.
Even when times are bleak, these all-important guidelines will ensure that you put your best professional face forward every time. You will also attract positive recognition and make your working life much more rewarding.
Article by Tina Altieri, a television presenter, media trainer and communication coach.
Fostering creativity at work
MANY businesses are aware of the importance of creativity in the workplace. Creativity is the source of breakthroughs and often leads to profit-generating initiatives.
Contrary to popular belief, creativity is not an isolated act that produces a brilliant spark that translates into profit. The initial idea is usually just one step in a long arduous process that may stretch on for years.
To realise the potential of a creative idea, an organisation must have the structure and support in place for it to flourish and bring returns.
A business comprises different levels of processes and management. Creativity must be present at all these levels to foster strong performance and breakthroughs.
In a nutshell, the director and the senior management team do not come up with all the ideas.
Rather, every single member of the organisation is encouraged to make suggestions. The leaders then sort through a mass of ideas to find the ones that fit into a coherent whole.
Accept uncertainties
To act in this fashion, executives have to resist natural tendencies to avoid or minimise risks.
To inculcate original ideas, people have to accept uncertainty, even when it is uncomfortable, and have the capability to recover when the organisation takes a big risk and fails.
Rigorous feedback loop
The practice of working together as peers is key to a creative workplace. A regular discussion to obtain positive feedback is one way to foster an open environment.
While in most companies, only a small senior group would review the work progress of projects, it is possible to broaden participation to include the project team.
When people show work that is in an incomplete state to the whole team, the director may make decisions, but everyone should be encouraged to comment.
There are several benefits to this approach:
■ First, once people get over the embarrassment of showing work still in progress, they become more creative.
■ Second, the director guiding the review process can communicate important points to the entire team at the same time.
■ Third, people learn from and inspire one another.
■ Finally, there are no surprises at the end since everyone agrees on the final product.
The overwhelming desire of team members to make sure their work is “good” before they show it to others increases the possibility that their finished version will not be what the director wants. These feedback sessions can avoid such wasted efforts.
Alternative channel
Having an alternative communication channel recognises that the decisionmaking hierarchy and communication structure in organisations are two different things.
Members of any department should be able to approach anyone in another department to solve problems without having to go through “proper” channels.
It also means that managers need to learn that they do not always have to be the first to know about something going on in their department.
The impulse to control the process tightly is understandable given the complex nature of organisations.
Nevertheless, problems are almost by definition unforeseen. The most efficient way to deal with numerous problems is to trust people to work out the difficulties directly with one another without having to check for permission.
Everyone should offer ideas
An organisation should inculcate a culture of constantly showing works in progress internally. Attendees of meetings are selected to ensure that there are people who can contribute fresh perspectives and ideas.
Everyone in the company, regardless of discipline or position, gets to contribute his ideas.
A concerted effort can be made to ensure that criticism is accepted by allowing attendees to e-mail additional ideas to the project managers.
Ultimately, creativity in service offerings has to reside with the organisation’s leadership.
This is often not the case in many companies. It is my firm belief that the creative vision propelling each move has to come from the entire organisation — whether they are corporate executives or a development department — and not from one or two people.
The guiding philosophy in many successful companies boils down to a few fundamental principles: Hire creative people, give them enormous leeway and support, and provide them with an environment in which they can get honest feedback from everyone.
Article by Nicholas Goh, managing director of Verztec Consulting.
Contrary to popular belief, creativity is not an isolated act that produces a brilliant spark that translates into profit. The initial idea is usually just one step in a long arduous process that may stretch on for years.
To realise the potential of a creative idea, an organisation must have the structure and support in place for it to flourish and bring returns.
A business comprises different levels of processes and management. Creativity must be present at all these levels to foster strong performance and breakthroughs.
In a nutshell, the director and the senior management team do not come up with all the ideas.
Rather, every single member of the organisation is encouraged to make suggestions. The leaders then sort through a mass of ideas to find the ones that fit into a coherent whole.
Accept uncertainties
To act in this fashion, executives have to resist natural tendencies to avoid or minimise risks.
To inculcate original ideas, people have to accept uncertainty, even when it is uncomfortable, and have the capability to recover when the organisation takes a big risk and fails.
Rigorous feedback loop
The practice of working together as peers is key to a creative workplace. A regular discussion to obtain positive feedback is one way to foster an open environment.
While in most companies, only a small senior group would review the work progress of projects, it is possible to broaden participation to include the project team.
When people show work that is in an incomplete state to the whole team, the director may make decisions, but everyone should be encouraged to comment.
There are several benefits to this approach:
■ First, once people get over the embarrassment of showing work still in progress, they become more creative.
■ Second, the director guiding the review process can communicate important points to the entire team at the same time.
■ Third, people learn from and inspire one another.
■ Finally, there are no surprises at the end since everyone agrees on the final product.
The overwhelming desire of team members to make sure their work is “good” before they show it to others increases the possibility that their finished version will not be what the director wants. These feedback sessions can avoid such wasted efforts.
Alternative channel
Having an alternative communication channel recognises that the decisionmaking hierarchy and communication structure in organisations are two different things.
Members of any department should be able to approach anyone in another department to solve problems without having to go through “proper” channels.
It also means that managers need to learn that they do not always have to be the first to know about something going on in their department.
The impulse to control the process tightly is understandable given the complex nature of organisations.
Nevertheless, problems are almost by definition unforeseen. The most efficient way to deal with numerous problems is to trust people to work out the difficulties directly with one another without having to check for permission.
Everyone should offer ideas
An organisation should inculcate a culture of constantly showing works in progress internally. Attendees of meetings are selected to ensure that there are people who can contribute fresh perspectives and ideas.
Everyone in the company, regardless of discipline or position, gets to contribute his ideas.
A concerted effort can be made to ensure that criticism is accepted by allowing attendees to e-mail additional ideas to the project managers.
Ultimately, creativity in service offerings has to reside with the organisation’s leadership.
This is often not the case in many companies. It is my firm belief that the creative vision propelling each move has to come from the entire organisation — whether they are corporate executives or a development department — and not from one or two people.
The guiding philosophy in many successful companies boils down to a few fundamental principles: Hire creative people, give them enormous leeway and support, and provide them with an environment in which they can get honest feedback from everyone.
Article by Nicholas Goh, managing director of Verztec Consulting.
Good to know you
Let me tell you a quick story about my friend Brian who works in sales. Every month, he sits down with his regional manager for a performance review.
This consists of the manager examining the potential customers Brian has called on but who have not placed any orders. Brian is then asked to explain why this is so. Later, the manager goes on to tell him how to improve on his performance.
Is Brian motivated by this method? No. All Brian wants to do is to find another job where he will be appreciated.
Ironically, Brian is a competent salesman and regularly hits his sales targets, and his company would definitely not want to lose him. Unfortunately, his manager has no idea how to motivate Brian and bring out the best in him.
The manager primarily sees his role as finding faults and correcting them. In the past year, Brian’s regional manager has only spent one day with him, visiting customers and observing him on his job.
The No. 1 secret of team motivation is to spend some quality time with your subordinates. Devoting some time regularly is more productive than a one-hour review every month or year.
You need to understand each member of your team better and they need to get to know you. This will help you build a positive relationship with each team member.
Here are six good reasons to spend quality time with your team members:
1 You will gain a much better understanding of them and how they are handling the job.
2 It will give the impression that you care about each person and that you are there to help with personal and work problems.
3 It will encourage opinions and ideas to flow from them and allows you to explain the company’s mission.
4 It gives team members a feeling of being in on things, which is a huge motivator.
5 It will also help you build an “early warning system” which can alert you to any problems — business or personal — your team members may be facing.
6 Finally, it builds team spirit and morale.
It is important to get out of your office or off your seat and interact with your team mates on a regular basis.
Don’t wait for them to come to you. Pull up a chair and chat with them. And don’t just talk business.
Find out how they are doing but do not pry into their personal lives. Make your team members feel that you are interested and care about them as persons.
Observe what they do in their jobs. Identify the areas that they have to improve on and give praise where necessary. Do make sure that you pay attention to what they have to say as well.
Just like any other relationship that you have, whether it’s with your spouse, children or friends, it will benefit everyone if you spend more quality time with them.
Article by Alan Fairweather, an associate consultant with d’Oz International.
This consists of the manager examining the potential customers Brian has called on but who have not placed any orders. Brian is then asked to explain why this is so. Later, the manager goes on to tell him how to improve on his performance.
Is Brian motivated by this method? No. All Brian wants to do is to find another job where he will be appreciated.
Ironically, Brian is a competent salesman and regularly hits his sales targets, and his company would definitely not want to lose him. Unfortunately, his manager has no idea how to motivate Brian and bring out the best in him.
The manager primarily sees his role as finding faults and correcting them. In the past year, Brian’s regional manager has only spent one day with him, visiting customers and observing him on his job.
The No. 1 secret of team motivation is to spend some quality time with your subordinates. Devoting some time regularly is more productive than a one-hour review every month or year.
You need to understand each member of your team better and they need to get to know you. This will help you build a positive relationship with each team member.
Here are six good reasons to spend quality time with your team members:
1 You will gain a much better understanding of them and how they are handling the job.
2 It will give the impression that you care about each person and that you are there to help with personal and work problems.
3 It will encourage opinions and ideas to flow from them and allows you to explain the company’s mission.
4 It gives team members a feeling of being in on things, which is a huge motivator.
5 It will also help you build an “early warning system” which can alert you to any problems — business or personal — your team members may be facing.
6 Finally, it builds team spirit and morale.
It is important to get out of your office or off your seat and interact with your team mates on a regular basis.
Don’t wait for them to come to you. Pull up a chair and chat with them. And don’t just talk business.
Find out how they are doing but do not pry into their personal lives. Make your team members feel that you are interested and care about them as persons.
Observe what they do in their jobs. Identify the areas that they have to improve on and give praise where necessary. Do make sure that you pay attention to what they have to say as well.
Just like any other relationship that you have, whether it’s with your spouse, children or friends, it will benefit everyone if you spend more quality time with them.
Article by Alan Fairweather, an associate consultant with d’Oz International.
Sunday, September 13, 2009
Time to shine during interview
Here are some tips on how to conduct yourself on the day of the interview.
Be confident
It is hard to tell what to expect behind that entrance door. It could be a busy office with many people, or a very quiet office where everyone looks up when you enter the door.
Walk with a confident stride and a smile. Be nice to everyone, not just the interviewer. Do not touch anything in the interviewer’s office or in the open reception area. Just sit quietly and wait.
If you are concerned about a long wait, bring along a book to read. Some employers may make you wait on purpose to see how you react to those around you and if you get impatient. Sometimes you may have to wait because they may have a problem to solve. Remember that they do not interview people for a living, they have business to conduct as usual.
Filling forms
Some employers may want you to fill in a form before the interview. Do not attach the résumé and write, “refer to résumé” on the form. If they wanted a résumé, they would have asked you for it. If they want you to fill in a form, complete it properly, include all information, and check for accuracy.
As tedious as it may be, form filling is a routine chore you have to come to terms with if you are a job seeker. Always bring your own pen that you are comfortable writing with.
Important questions
Prepare honest and persuasive answers to likely questions such as:
■ Why do you want to join us?
■ What can you bring to the job/company?
■ Why did you leave your last job or why are you leaving your present job?
■ Tell me about your last/present job?
■ How will you set about tackling this job if you are successful?
■ What do you think the main changes will be between your last/present job and this one?
Do’s and don’ts
DO
■ Be positive. Watch your body language — for example, don’t cross your arms as it gives the impression of putting up a barrier between you and the interviewer; make frequent eye contact; and sit up straight.
■ Listen. Acknowledge that you understand what is being communicated to you by nodding your head or saying, “Yes, I understand”.
■ Reply to any questions clearly and concisely
■ Make a note of points to return to
■ Be courteous to everyone you meet
■ Be honest.
DON’T
■ Interrupt
■ Fidget
■ Let your mind wander
■ Be afraid to sell yourself
■ Just answer with a yes or no — the interviewer will not be impressed.
Remember to thank the interviewer for seeing you, shake his hand firmly and confirm that you want the job. Believe in yourself, your skills and abilities. You would not have been selected for the interview if the company did not think you could be the right person for the job.
Every interview is a learning experience and each one teaches you a little bit more about what to say and do and what to avoid. If you are unsuccessful, don’t be too dismayed — there is always a next time. The better your interview technique, the more quickly you will succeed at finding a job.
Article by Jonas Ang, senior HR director, APAC, Kelly Services Inc
Be confident
It is hard to tell what to expect behind that entrance door. It could be a busy office with many people, or a very quiet office where everyone looks up when you enter the door.
Walk with a confident stride and a smile. Be nice to everyone, not just the interviewer. Do not touch anything in the interviewer’s office or in the open reception area. Just sit quietly and wait.
If you are concerned about a long wait, bring along a book to read. Some employers may make you wait on purpose to see how you react to those around you and if you get impatient. Sometimes you may have to wait because they may have a problem to solve. Remember that they do not interview people for a living, they have business to conduct as usual.
Filling forms
Some employers may want you to fill in a form before the interview. Do not attach the résumé and write, “refer to résumé” on the form. If they wanted a résumé, they would have asked you for it. If they want you to fill in a form, complete it properly, include all information, and check for accuracy.
As tedious as it may be, form filling is a routine chore you have to come to terms with if you are a job seeker. Always bring your own pen that you are comfortable writing with.
Important questions
Prepare honest and persuasive answers to likely questions such as:
■ Why do you want to join us?
■ What can you bring to the job/company?
■ Why did you leave your last job or why are you leaving your present job?
■ Tell me about your last/present job?
■ How will you set about tackling this job if you are successful?
■ What do you think the main changes will be between your last/present job and this one?
Do’s and don’ts
DO
■ Be positive. Watch your body language — for example, don’t cross your arms as it gives the impression of putting up a barrier between you and the interviewer; make frequent eye contact; and sit up straight.
■ Listen. Acknowledge that you understand what is being communicated to you by nodding your head or saying, “Yes, I understand”.
■ Reply to any questions clearly and concisely
■ Make a note of points to return to
■ Be courteous to everyone you meet
■ Be honest.
DON’T
■ Interrupt
■ Fidget
■ Let your mind wander
■ Be afraid to sell yourself
■ Just answer with a yes or no — the interviewer will not be impressed.
Remember to thank the interviewer for seeing you, shake his hand firmly and confirm that you want the job. Believe in yourself, your skills and abilities. You would not have been selected for the interview if the company did not think you could be the right person for the job.
Every interview is a learning experience and each one teaches you a little bit more about what to say and do and what to avoid. If you are unsuccessful, don’t be too dismayed — there is always a next time. The better your interview technique, the more quickly you will succeed at finding a job.
Article by Jonas Ang, senior HR director, APAC, Kelly Services Inc
Prepare yourself well
PREPARING for your interviews is an important process that many job seekers overlook. It is not a process that requires a lot of time but it does require some discipline.
Often, the toughest part of getting any job is likely to be the interview — that moment when you come face to face with a prospective employer. And just when you need all the confidence you can muster, it seems to completely disappear.
Getting through interviews and making them work effectively for you just takes careful planning.
Homework
If an interview has been set, you will know the name of the employer (that is, the company name). Do your homework: find out more about the company you are hoping to join.
Find out as much as you can about the job you are applying for, try and work out what sort of person is required and match that to your own strengths and skills.
This information can be found in many sources like business directories and listings and company websites. Company profiles can also be found in their annual reports. You could also speak to friends, relatives and acquaintances in the workforce to find out what they know about a certain company or job.
If you are confident enough, you may also wish to call up the company and speak to someone in the corporate communications or human resource department.
Staff in corporate communications and human resource are generally willing to assist by giving out non-sensitive information on their company provided you explain your purpose.
Larger organisations and foreign companies tend to be more open to giving information. Ask questions about the nature of the company’s business, where it based, where its headquarters are and what their main products are.
Time and place
If necessary, check a street directory for the exact location of the building and the location of the nearest bus stops and MRT stations.
Attire
Plan what you are going to wear the day before the interview. Ensure your clothes are clean, fresh and well pressed. Take a cue from how people in that profession or sector generally dress. It is safer to be slightly conservative.
Wearing a suit is not really necessary unless you are a candidate for a senior appointment. A conservative simple tie, a well-pressed longsleeved shirt and dark trousers is adequate for men.
For women, a dark jacket with a plain blouse always gives a professional appearance. Skirts should be of an appropriate length. Jewellery and accessories must not be distracting to the interviewer. Avoid clothing that is ill-fitting, revealing or casual.
Ensure your hair is properly combed or brushed. If you wear aftershave or perfume, choose something with a light fragrance; avoid anything that is “overpowering”. For women, put on some light make-up for a polished look.
Documents
Be sure to place all the important documents, references and information you need in a good-quality folder with clear plastic sheets. This way, you can display all your certificates nicely without having to take them in and out of an envelope.
Some applicants bring their documents and references rolled up or crumpled — this creates an impression of a disorganised person.
Carry the folder in a presentable briefcase that makes you look professional. Avoid shopping and travel bags.
Mental preparation
Prepare yourself mentally. Spend some time reviewing your achievements and praise yourself for what you have done so far. This is not the time to be self-critical or to compare yourself negatively with others.
Tell yourself that the fact that they want to interview you means half the battle is won, and you have got a foot in the door.
Visualise yourself succeeding at the interview and being happy with how you performed. If necessary, practise and rehearse how you will respond and conduct yourself. Practise your answers to frequently asked questions at interviews so that you can respond naturally at the actual interview.
If the interview is in the morning, try to have an early night the day before the interview. For an afternoon interview, avoid scheduling activities two to three hours before that, in order to arrive in a calm and relaxed frame of mind.
Timing
Make sure you get to the interview on time. Being even a minute late is very rude. If your interview is in a large building, you may have to wait for elevators that may take a long time.
Allow sufficient time for travelling, get there at least 10 minutes early and make your way to the office where the interview is being held. Take a few deep breaths to calm yourself before you enter.
Article by Jonas Ang, senior HR director, APAC, Kelly Services Inc, a global human resources solutions company.
Often, the toughest part of getting any job is likely to be the interview — that moment when you come face to face with a prospective employer. And just when you need all the confidence you can muster, it seems to completely disappear.
Getting through interviews and making them work effectively for you just takes careful planning.
Homework
If an interview has been set, you will know the name of the employer (that is, the company name). Do your homework: find out more about the company you are hoping to join.
Find out as much as you can about the job you are applying for, try and work out what sort of person is required and match that to your own strengths and skills.
This information can be found in many sources like business directories and listings and company websites. Company profiles can also be found in their annual reports. You could also speak to friends, relatives and acquaintances in the workforce to find out what they know about a certain company or job.
If you are confident enough, you may also wish to call up the company and speak to someone in the corporate communications or human resource department.
Staff in corporate communications and human resource are generally willing to assist by giving out non-sensitive information on their company provided you explain your purpose.
Larger organisations and foreign companies tend to be more open to giving information. Ask questions about the nature of the company’s business, where it based, where its headquarters are and what their main products are.
Time and place
If necessary, check a street directory for the exact location of the building and the location of the nearest bus stops and MRT stations.
Attire
Plan what you are going to wear the day before the interview. Ensure your clothes are clean, fresh and well pressed. Take a cue from how people in that profession or sector generally dress. It is safer to be slightly conservative.
Wearing a suit is not really necessary unless you are a candidate for a senior appointment. A conservative simple tie, a well-pressed longsleeved shirt and dark trousers is adequate for men.
For women, a dark jacket with a plain blouse always gives a professional appearance. Skirts should be of an appropriate length. Jewellery and accessories must not be distracting to the interviewer. Avoid clothing that is ill-fitting, revealing or casual.
Ensure your hair is properly combed or brushed. If you wear aftershave or perfume, choose something with a light fragrance; avoid anything that is “overpowering”. For women, put on some light make-up for a polished look.
Documents
Be sure to place all the important documents, references and information you need in a good-quality folder with clear plastic sheets. This way, you can display all your certificates nicely without having to take them in and out of an envelope.
Some applicants bring their documents and references rolled up or crumpled — this creates an impression of a disorganised person.
Carry the folder in a presentable briefcase that makes you look professional. Avoid shopping and travel bags.
Mental preparation
Prepare yourself mentally. Spend some time reviewing your achievements and praise yourself for what you have done so far. This is not the time to be self-critical or to compare yourself negatively with others.
Tell yourself that the fact that they want to interview you means half the battle is won, and you have got a foot in the door.
Visualise yourself succeeding at the interview and being happy with how you performed. If necessary, practise and rehearse how you will respond and conduct yourself. Practise your answers to frequently asked questions at interviews so that you can respond naturally at the actual interview.
If the interview is in the morning, try to have an early night the day before the interview. For an afternoon interview, avoid scheduling activities two to three hours before that, in order to arrive in a calm and relaxed frame of mind.
Timing
Make sure you get to the interview on time. Being even a minute late is very rude. If your interview is in a large building, you may have to wait for elevators that may take a long time.
Allow sufficient time for travelling, get there at least 10 minutes early and make your way to the office where the interview is being held. Take a few deep breaths to calm yourself before you enter.
Article by Jonas Ang, senior HR director, APAC, Kelly Services Inc, a global human resources solutions company.
Pulling in the same direction
WITH the global economic downturn hitting the news every day, it is normal for you to go to work feeling anxious, frustrated and worried about the future.
These feelings can start to affect your workplace relationships and lead to conflict, a lack of motivation and a reduction in your overall performance. However, all is not lost. A practical exercise in refocusing and reframing negative thoughts and feelings can have a very positive impact in creating a harmonious working environment. Here are some solid strategies for keeping a sense of team spirit alive in the workplace.
1 KEEP MOMENTUM
A team-building programme will give new insights into colleagues and reveal better ways to work with them. Instead of dwelling on what you do not like about them, you should now understand why they react in certain ways. The more you know about your colleagues, the better you can strengthen relationships with them. Focus on what you like about them and use that to address the areas where you would like to see improvement.
2 SHARE VISION
A team must always be working towards common goals, yet few team members are aware of what these goals are and how to get there. Ensure that your team knows the mission statement of the company. That simple step should ensure that everyone is aiming for the same target.
A set of company values will differentiate you from your competitors. Research has proved that successful companies are those with employees who live by these values every day.
3 CELEBRATE “WOW” MOMENTS
Moments of delight, “wow” experiences and exceeding expectations are keys to creating a happy workplace where all the teams feels valued. Make it your goal to tell people when they are doing a great job and inspire them to achieve much more. Go the extra distance for your colleagues and the enthusiasm generated will put everyone on the road to success.
4 KEEP SOCIALISING
Team building works because you get out of the office and learn to have fun with the people you see every day. It does not have to stop when you get back to the office.
Start making plans to get together regularly with colleagues out of office hours. A fun night out with the team provides good conversation in the office, solidifies team spirit and means you are not talking shop all the time.
Let a different person organise the gathering each time. That will tell you what he or she likes to do in their spare time.
5 BUILD TEAM COMMITMENT
During a team-building event, people get enthusiastic about communicating better, sharing resources and inspiring leadership. But be careful, because it does not end there.
Make a strong commitment to take back the valuable insights and apply them daily. This is the best way to make the team spirit components become natural and intuitive. There is no magic formula; it just takes commitment and practice.
Article by David Simpson, director, Team Building Asia.
These feelings can start to affect your workplace relationships and lead to conflict, a lack of motivation and a reduction in your overall performance. However, all is not lost. A practical exercise in refocusing and reframing negative thoughts and feelings can have a very positive impact in creating a harmonious working environment. Here are some solid strategies for keeping a sense of team spirit alive in the workplace.
1 KEEP MOMENTUM
A team-building programme will give new insights into colleagues and reveal better ways to work with them. Instead of dwelling on what you do not like about them, you should now understand why they react in certain ways. The more you know about your colleagues, the better you can strengthen relationships with them. Focus on what you like about them and use that to address the areas where you would like to see improvement.
2 SHARE VISION
A team must always be working towards common goals, yet few team members are aware of what these goals are and how to get there. Ensure that your team knows the mission statement of the company. That simple step should ensure that everyone is aiming for the same target.
A set of company values will differentiate you from your competitors. Research has proved that successful companies are those with employees who live by these values every day.
3 CELEBRATE “WOW” MOMENTS
Moments of delight, “wow” experiences and exceeding expectations are keys to creating a happy workplace where all the teams feels valued. Make it your goal to tell people when they are doing a great job and inspire them to achieve much more. Go the extra distance for your colleagues and the enthusiasm generated will put everyone on the road to success.
4 KEEP SOCIALISING
Team building works because you get out of the office and learn to have fun with the people you see every day. It does not have to stop when you get back to the office.
Start making plans to get together regularly with colleagues out of office hours. A fun night out with the team provides good conversation in the office, solidifies team spirit and means you are not talking shop all the time.
Let a different person organise the gathering each time. That will tell you what he or she likes to do in their spare time.
5 BUILD TEAM COMMITMENT
During a team-building event, people get enthusiastic about communicating better, sharing resources and inspiring leadership. But be careful, because it does not end there.
Make a strong commitment to take back the valuable insights and apply them daily. This is the best way to make the team spirit components become natural and intuitive. There is no magic formula; it just takes commitment and practice.
Article by David Simpson, director, Team Building Asia.
Rumours can be costly
RUMOURS constitute a feature of any social environment. In an organisational context, rumours are often referred to as the grapevine.
It is essentially unsubstantiated and incomplete information passed by word of mouth and subject to distortion.
This occurs because, often unintentionally, communicators place greater stress on the aspects of the message that concern them or on the more “spicy” elements. These might include references to a particular individual’s indiscretions or infidelities or other aspects of their life that are liable to cause them embarrassment.
“Gossip” has less substance and possesses a certain ad hoc quality, which undermines its durability.
An interesting study of organisational rumours conducted in 1996 indicated that, within an organisation, disseminators of rumours constitute a relatively small number of employees.
The study observed that when a senior executive decided to resign, eighty-one per cent of the workforce knew about his decision before it was formally announced. But only 11 per cent had been actively involved in passing the information on.
According to Ralf Sommerfeld of the Max Planck Institute in Germany, “gossip has a strong influence ... even when participants have access to the original information as well as gossip about the same information”. In other words people are often more readily prepared to believe gossip than the truth.
Several factors influence why a rumour catches on. One factor is the substance of the message and its relevance to the lives of the employees.
At the same time, people are more inclined to believe a rumour in terms of its content and if it is communicated by someone whom they perceive as being credible.
If the subject of the rumour has a high profile within the organisation, for example, a CEO, it is more likely to be of general interest.
Other factors contributing to the perpetuation of a rumour include wishful thinking and how much employees want to believe it.
Seen and heard
There are different types of rumours. These include “wedge-driving rumours” which are started sometimes deliberately as a way of creating tension and disharmony.
These might include, for example, the suggestion that directors are receiving better remuneration packages than they actually do. These types of rumours are often believed because employees want to believe them.
“Anxiety rumours” relieve anxiety and counter-balance employees’ worst fears. A lack of concrete information is also conducive to the nurturing of this type of rumour.
“Social rumours” usually concern the private lives of employees and are often a way of relieving the day-today routine of work.
“Malicious rumours” tend to be motivated by feelings of revenge and a desire to get even or to simply create trouble. Spreading a credible rumour also gives many people a sense of power and control.
Finally, there are “self-fulfilling rumours” whereby fantasy actually influences reality. On more than one occasion, rumours that a company is going bankrupt have actually caused it to go bankrupt!
Lack of trust
Rumours can be destructive to an organisation. They often arise when a company fails to communicate with its employees and withholds information, thus creating a lack of trust.
In this type of situation, rumours are a way of reducing uncertainty. Rumours can also reflect an “us and them” culture and are often a feature of bad employee relations.
I once worked for a company where the dissemination of rumours was a game. The challenge was to see who could invent and successfully circulate the most far-fetched yarns.
This was a reaction to “controls” that were autocratic to the point of absurdity. Circulating fictitious stories was a way of hitting back and even damaging the organisation.
Sometimes, rumours can be used by management for their own purposes. Managers have been known to manipulate the grapevine to serve their own ends by, for example, suggesting that a failure to raise productivity might result in job losses.
At the same time, rumours can supplement the formal communication process. The grapevine can keep senior management updated on the undercurrent of feelings and how employees really feel about specific issues.
There may, for example, be some general disquiet about the management style of a recently appointed executive which, perhaps for diplomatic reasons, wouldn’t be passed on through formal communication processes.
Rumours in the workplace fall within the category of “negative political behaviour” or behaviour that is liable to damage the future prospects of an organisation.
The real problem is when they get out of control or when there is so much unsubstantiated information in circulation that it becomes impossible to distinguish fiction from fact.
Anxiety is always liable to generate misinformation. But rumours are more likely to circulate if information given out by management and HR departments is ambiguous and open-ended or if employees feel the organisation is withholding information or resorting to desperate measures. This is why it is crucial to keep employees informed and updated.
Article by Paul FitzPatrick
It is essentially unsubstantiated and incomplete information passed by word of mouth and subject to distortion.
This occurs because, often unintentionally, communicators place greater stress on the aspects of the message that concern them or on the more “spicy” elements. These might include references to a particular individual’s indiscretions or infidelities or other aspects of their life that are liable to cause them embarrassment.
“Gossip” has less substance and possesses a certain ad hoc quality, which undermines its durability.
An interesting study of organisational rumours conducted in 1996 indicated that, within an organisation, disseminators of rumours constitute a relatively small number of employees.
The study observed that when a senior executive decided to resign, eighty-one per cent of the workforce knew about his decision before it was formally announced. But only 11 per cent had been actively involved in passing the information on.
According to Ralf Sommerfeld of the Max Planck Institute in Germany, “gossip has a strong influence ... even when participants have access to the original information as well as gossip about the same information”. In other words people are often more readily prepared to believe gossip than the truth.
Several factors influence why a rumour catches on. One factor is the substance of the message and its relevance to the lives of the employees.
At the same time, people are more inclined to believe a rumour in terms of its content and if it is communicated by someone whom they perceive as being credible.
If the subject of the rumour has a high profile within the organisation, for example, a CEO, it is more likely to be of general interest.
Other factors contributing to the perpetuation of a rumour include wishful thinking and how much employees want to believe it.
Seen and heard
There are different types of rumours. These include “wedge-driving rumours” which are started sometimes deliberately as a way of creating tension and disharmony.
These might include, for example, the suggestion that directors are receiving better remuneration packages than they actually do. These types of rumours are often believed because employees want to believe them.
“Anxiety rumours” relieve anxiety and counter-balance employees’ worst fears. A lack of concrete information is also conducive to the nurturing of this type of rumour.
“Social rumours” usually concern the private lives of employees and are often a way of relieving the day-today routine of work.
“Malicious rumours” tend to be motivated by feelings of revenge and a desire to get even or to simply create trouble. Spreading a credible rumour also gives many people a sense of power and control.
Finally, there are “self-fulfilling rumours” whereby fantasy actually influences reality. On more than one occasion, rumours that a company is going bankrupt have actually caused it to go bankrupt!
Lack of trust
Rumours can be destructive to an organisation. They often arise when a company fails to communicate with its employees and withholds information, thus creating a lack of trust.
In this type of situation, rumours are a way of reducing uncertainty. Rumours can also reflect an “us and them” culture and are often a feature of bad employee relations.
I once worked for a company where the dissemination of rumours was a game. The challenge was to see who could invent and successfully circulate the most far-fetched yarns.
This was a reaction to “controls” that were autocratic to the point of absurdity. Circulating fictitious stories was a way of hitting back and even damaging the organisation.
Sometimes, rumours can be used by management for their own purposes. Managers have been known to manipulate the grapevine to serve their own ends by, for example, suggesting that a failure to raise productivity might result in job losses.
At the same time, rumours can supplement the formal communication process. The grapevine can keep senior management updated on the undercurrent of feelings and how employees really feel about specific issues.
There may, for example, be some general disquiet about the management style of a recently appointed executive which, perhaps for diplomatic reasons, wouldn’t be passed on through formal communication processes.
Rumours in the workplace fall within the category of “negative political behaviour” or behaviour that is liable to damage the future prospects of an organisation.
The real problem is when they get out of control or when there is so much unsubstantiated information in circulation that it becomes impossible to distinguish fiction from fact.
Anxiety is always liable to generate misinformation. But rumours are more likely to circulate if information given out by management and HR departments is ambiguous and open-ended or if employees feel the organisation is withholding information or resorting to desperate measures. This is why it is crucial to keep employees informed and updated.
Article by Paul FitzPatrick
Till we meet again
HOW many times have you telephoned someone only to be told: “They’re in a meeting.”
At least 60 per cent of a manager’s time is spent in meetings. Research in one large organisation discovered that the figure could be as high as 90 per cent.
Another survey found that many managers consider meetings they attend to be a waste of time. In fact, some managers say that “meetings take ‘minutes’ and last for hours”.
If you are a manager or team leader, then you will have to hold meetings. Here are four steps to make them exceptionally motivational:
1 Is it needed?
Be absolutely sure that the meeting is needed and that it has a clear objective. By the end of the meeting, you have to ensure that you have achieved that objective. The shorter the meeting, the better.
2 Start on time
Do not wait for anyone and do not go over what has been discussed for latecomers. Of course, you really should not have latecomers and if you do, speak to them individually after the meeting and sort it out.
3 Have an agenda
Your agenda should show the start and finish times and the breaks in between. Do not schedule meetings to start on the hour. Aim for 2.20pm rather than 2pm. And if it is a half-day meeting, start in the afternoon rather than the morning. People will be motivated to finish on time if they think they will be late leaving work.
4 Stay on course
Do not allow people to ramble or talk about things not on the agenda. If you want to have chit-chat time, put it on the agenda! Keep things moving and try to end before the scheduled finish time.
5 Make meetings fun
Supply snacks, drinks, fruit and chocolate. Start the meeting with a game or quiz that injects some fun and energy into the proceedings. Let one of your team members chair the meeting occasionally (as long as they control the agenda). Allow people to have a laugh, and create energy and enthusiasm.
Keep these guidelines in mind when you organise your next meeting and the participants will have little to complain about. Motivational managers run structured meetings with clear objective, and where people have fun, contribute and get things done.
Article by Alan Fairweather
At least 60 per cent of a manager’s time is spent in meetings. Research in one large organisation discovered that the figure could be as high as 90 per cent.
Another survey found that many managers consider meetings they attend to be a waste of time. In fact, some managers say that “meetings take ‘minutes’ and last for hours”.
If you are a manager or team leader, then you will have to hold meetings. Here are four steps to make them exceptionally motivational:
1 Is it needed?
Be absolutely sure that the meeting is needed and that it has a clear objective. By the end of the meeting, you have to ensure that you have achieved that objective. The shorter the meeting, the better.
2 Start on time
Do not wait for anyone and do not go over what has been discussed for latecomers. Of course, you really should not have latecomers and if you do, speak to them individually after the meeting and sort it out.
3 Have an agenda
Your agenda should show the start and finish times and the breaks in between. Do not schedule meetings to start on the hour. Aim for 2.20pm rather than 2pm. And if it is a half-day meeting, start in the afternoon rather than the morning. People will be motivated to finish on time if they think they will be late leaving work.
4 Stay on course
Do not allow people to ramble or talk about things not on the agenda. If you want to have chit-chat time, put it on the agenda! Keep things moving and try to end before the scheduled finish time.
5 Make meetings fun
Supply snacks, drinks, fruit and chocolate. Start the meeting with a game or quiz that injects some fun and energy into the proceedings. Let one of your team members chair the meeting occasionally (as long as they control the agenda). Allow people to have a laugh, and create energy and enthusiasm.
Keep these guidelines in mind when you organise your next meeting and the participants will have little to complain about. Motivational managers run structured meetings with clear objective, and where people have fun, contribute and get things done.
Article by Alan Fairweather
Bounce back from failure
MANY education systems do not teach us how to face failure and deal with it productively. Failure is considered by many to be a deep embarrassment, a dirty little secret not to be discussed in public.
We have been led to believe that losing one’s job, not getting a merit bonus and not getting that promotion are in themselves grave failures.
For example, suppose you attended a job interview last week. You have just received an e-mail message from the company informing you that you have not been selected for the job. Would it be fair to say that you failed? Or should we say that your performance in that interview failed?
If you think you failed as a person, then you will label yourself as a failure and generalise this to other situations. You will feel hopeless. If you think your failure is due to something internal — your abilities, for instance — then you are more likely to be depressed.
Take an example from my own experience. I have a Master of Business Administration degree, and I strive continually to update my skills and knowledge. I took a driving test and failed. Does this mean that my other achievements do not count?
Failure is a judgment about events. Attribute your failure to a specific behaviour. Learn to say, “I did not fail, my behaviour failed”.
Failure is not a condemnation of character. It is not a permanent condition.
All of us constantly reinterpret our failures. We blame other people and external events for our failures. We do not look back to see what part we ourselves may have played.
Remember that each failure is specific. It is important to fail and important to give our children permission to fail. By giving our children an opportunity to survive defeat, we make them tougher and more resilient to face the challenges of the future.
Some of the common causes of failure are:
Poor social skills
This is one of the biggest reasons for career failure. Conversely, interpersonal skills or social intelligence is one of the most important skills to acquire.
Social intelligence consists of:
■ Being sensitive to others
■ Being emotionally steady
■ Listening carefully to what others say
■ Taking criticism constructively
■ Being empathetic
■ Building team support
Wrong fit
You may be a “misfit”. A successful career requires a match of your abilities, personality style and values with that of the culture in which you work.
I know of a senior-ranking officer who left the army and joined the private sector as a director of a wellestablished company. Unfortunately, he used the same “command” style of management to manage the employees of the new company as he did in the army. Within two months, the CEO considered the former colonel a misfit and terminated his services.
Low self-esteem
Those who lack commitment do not involve themselves emotionally and they tend to avoid risks. They have a job but wonder why they are not doing better. Underlying the half-hearted commitment and fear of failure is a lack of self-esteem. Failure destroys self-esteem and a lack of self-esteem promotes failure.
Destructive pattern
If you have had repeated career problems, write down the particular incidents of the last two or three major setbacks you have had. The key to breaking the cycle of self-destructive behaviour is, first of all, recognising that you are engaging in it. Most of us never see patterns in what we do.
Lack of focus
By trying to do everything, we fail to focus on any one thing. We fail to set priorities.
It is common to degrade failure as having no value. But failure at something means you have at least tried. Not trying is worse.
Look back at your failures and ask yourself what important lessons can be learned from them. Many successful people have built their success on their failures.
Get rid of your fear of failure. Failure is a function of growth and changing environment.
It is true that we do not always know the best way, and sometimes even if you know it, you may not have the resources to follow it.
Take unjust criticism as a disguised compliment. Successful people take responsibility for themselves and their lives.
Article by N.S. Kumar, an executive consultant with Creatif Mindz.
We have been led to believe that losing one’s job, not getting a merit bonus and not getting that promotion are in themselves grave failures.
For example, suppose you attended a job interview last week. You have just received an e-mail message from the company informing you that you have not been selected for the job. Would it be fair to say that you failed? Or should we say that your performance in that interview failed?
If you think you failed as a person, then you will label yourself as a failure and generalise this to other situations. You will feel hopeless. If you think your failure is due to something internal — your abilities, for instance — then you are more likely to be depressed.
Take an example from my own experience. I have a Master of Business Administration degree, and I strive continually to update my skills and knowledge. I took a driving test and failed. Does this mean that my other achievements do not count?
Failure is a judgment about events. Attribute your failure to a specific behaviour. Learn to say, “I did not fail, my behaviour failed”.
Failure is not a condemnation of character. It is not a permanent condition.
All of us constantly reinterpret our failures. We blame other people and external events for our failures. We do not look back to see what part we ourselves may have played.
Remember that each failure is specific. It is important to fail and important to give our children permission to fail. By giving our children an opportunity to survive defeat, we make them tougher and more resilient to face the challenges of the future.
Some of the common causes of failure are:
Poor social skills
This is one of the biggest reasons for career failure. Conversely, interpersonal skills or social intelligence is one of the most important skills to acquire.
Social intelligence consists of:
■ Being sensitive to others
■ Being emotionally steady
■ Listening carefully to what others say
■ Taking criticism constructively
■ Being empathetic
■ Building team support
Wrong fit
You may be a “misfit”. A successful career requires a match of your abilities, personality style and values with that of the culture in which you work.
I know of a senior-ranking officer who left the army and joined the private sector as a director of a wellestablished company. Unfortunately, he used the same “command” style of management to manage the employees of the new company as he did in the army. Within two months, the CEO considered the former colonel a misfit and terminated his services.
Low self-esteem
Those who lack commitment do not involve themselves emotionally and they tend to avoid risks. They have a job but wonder why they are not doing better. Underlying the half-hearted commitment and fear of failure is a lack of self-esteem. Failure destroys self-esteem and a lack of self-esteem promotes failure.
Destructive pattern
If you have had repeated career problems, write down the particular incidents of the last two or three major setbacks you have had. The key to breaking the cycle of self-destructive behaviour is, first of all, recognising that you are engaging in it. Most of us never see patterns in what we do.
Lack of focus
By trying to do everything, we fail to focus on any one thing. We fail to set priorities.
It is common to degrade failure as having no value. But failure at something means you have at least tried. Not trying is worse.
Look back at your failures and ask yourself what important lessons can be learned from them. Many successful people have built their success on their failures.
Get rid of your fear of failure. Failure is a function of growth and changing environment.
It is true that we do not always know the best way, and sometimes even if you know it, you may not have the resources to follow it.
Take unjust criticism as a disguised compliment. Successful people take responsibility for themselves and their lives.
Article by N.S. Kumar, an executive consultant with Creatif Mindz.
Overcoming first-job jitters
YOU have got the job! You made it through all the interviews and your foot is firmly on that first rung of the career ladder.
Now that you have achieved your first big goal, what’s next? You have to learn how to successfully make the transition from student to member of the corporate world. Here are some tips that will help you:
1 Be observant
The first step to making a smooth transition into your new role is to observe how the people around you work and interact.
Every organisation has its own unique culture and the workplace requires a different set of skills from the university or polytechnic.
By taking the time to observe how others operate, you will have an understanding of how things work in your new environment and you will be able to make a great impression.
2 Build a network
Never underestimate the importance of building relationships and the positive impact this will have on your work situation.
You will feel more comfortable asking difficult questions and getting advice from colleagues you have a comfortable relationship with and this will contribute to your success in your new role.
3 Get feedback
As you learn more, ask for feedback from people around you, especially your manager. It is never too early to learn the skill of “managing upwards”.
Put simply, this means keeping a good flow of communication between you and your manager, asking for feedback and keeping him informed of your progress on tasks before he has to ask you.
4 Work smart
A classic mistake many new employees make is to work themselves into the ground, believing that this is the best way to impress their colleagues and supervisors.
In reality, you will make a better impression by working smarter, rather than working harder.
Resist the temptation to work from home or put in longer hours just to make an impression.
By doing this, you will run the risk of raising your manager’s expectations of what you can reasonably achieve.
5 Show initiative
A great skill and an easy one to develop is to approach your manager with solutions rather than problems. When you need to go to your manager with a challenge you are facing, get into the habit of always having a solution in mind.
By requesting their approval on a solution, you respect their authority and involve them in the decision, but you also make their job easier while showing your initiative.
6 Find a mentor
Another thing that will help you to get ahead is finding yourself a mentor. Consider what you are looking for in a mentor and then approach the person of your choice. This may be a little daunting, but your chosen person is likely to be flattered and unlikely to turn you down. Alternatively, you may find a mentor relationship which progresses quite naturally after you have been in your job for a while.
A mentoring relationship is invaluable when you are starting your career. You will have an experienced sounding board to assist you with problems and celebrate your achievements.
No matter how small the challenge, your mentor will usually have experienced something similar before, and will be familiar with the trials and tribulations you experience on a day-to-day basis.
7 Keep the pressure off
Don’t put too much pressure on yourself. The transition from studies to a career is exciting and challenging, but everyone makes mistakes along the way.
You don’t need to be perfect to be successful, but you do need initiative, a willingness to learn and a desire to achieve.
Article contributed by Mastura Diana Jaffar, managing director of DBM Malaysia.
Now that you have achieved your first big goal, what’s next? You have to learn how to successfully make the transition from student to member of the corporate world. Here are some tips that will help you:
1 Be observant
The first step to making a smooth transition into your new role is to observe how the people around you work and interact.
Every organisation has its own unique culture and the workplace requires a different set of skills from the university or polytechnic.
By taking the time to observe how others operate, you will have an understanding of how things work in your new environment and you will be able to make a great impression.
2 Build a network
Never underestimate the importance of building relationships and the positive impact this will have on your work situation.
You will feel more comfortable asking difficult questions and getting advice from colleagues you have a comfortable relationship with and this will contribute to your success in your new role.
3 Get feedback
As you learn more, ask for feedback from people around you, especially your manager. It is never too early to learn the skill of “managing upwards”.
Put simply, this means keeping a good flow of communication between you and your manager, asking for feedback and keeping him informed of your progress on tasks before he has to ask you.
4 Work smart
A classic mistake many new employees make is to work themselves into the ground, believing that this is the best way to impress their colleagues and supervisors.
In reality, you will make a better impression by working smarter, rather than working harder.
Resist the temptation to work from home or put in longer hours just to make an impression.
By doing this, you will run the risk of raising your manager’s expectations of what you can reasonably achieve.
5 Show initiative
A great skill and an easy one to develop is to approach your manager with solutions rather than problems. When you need to go to your manager with a challenge you are facing, get into the habit of always having a solution in mind.
By requesting their approval on a solution, you respect their authority and involve them in the decision, but you also make their job easier while showing your initiative.
6 Find a mentor
Another thing that will help you to get ahead is finding yourself a mentor. Consider what you are looking for in a mentor and then approach the person of your choice. This may be a little daunting, but your chosen person is likely to be flattered and unlikely to turn you down. Alternatively, you may find a mentor relationship which progresses quite naturally after you have been in your job for a while.
A mentoring relationship is invaluable when you are starting your career. You will have an experienced sounding board to assist you with problems and celebrate your achievements.
No matter how small the challenge, your mentor will usually have experienced something similar before, and will be familiar with the trials and tribulations you experience on a day-to-day basis.
7 Keep the pressure off
Don’t put too much pressure on yourself. The transition from studies to a career is exciting and challenging, but everyone makes mistakes along the way.
You don’t need to be perfect to be successful, but you do need initiative, a willingness to learn and a desire to achieve.
Article contributed by Mastura Diana Jaffar, managing director of DBM Malaysia.
12 ways to beat stress
FOR many of us, there is never enough time. There are so many things to do and so little time in which to get them done. Reports are due. Project deadlines are coming up. A major client has not paid your latest invoice and there are bills to be paid next week.
Stress is closing in on all of us. Stress is affecting not only the way we do business, but also our health. While we cannot make stress go completely away, there are some things we can do to reduce our stress levels and make us happier and more productive.
Here are 12 things you can do to reduce stress:
1 CHANGE “I HAVE TO . . .” TO “I GET TO...”.
Small business writer Don Doman, author of Out of Work? Get Into Business and Look Before You Leap: Market Research Made Easy, says that when he is feeling overwhelmed and has too many things to do, he starts using the phrase, “I get to”.
Even the most miserable of tasks seem easier and less stressful if you get to do them. It seems like a reward. By removing that feeling that you “have” to do something, you have reduced some pressure and stress.
2 KEEP TOYS ON YOUR DESK
My wife used to keep “Transformers” — plastic robots that change their shape depending on which way you turn them — near the phone. She played with them while she was on the phone. It gave her something physical and mental to do at the same time, and helped reduce anxiety.
3 WRITE IT DOWN
By putting your thoughts down on paper (or on the computer), you can transfer your emotions from your mind to something more tangible. After you are done with the writing, you can crumble up the paper and throw it away, or light a match to it and let your troubles go up in smoke.
4 TACKLE THE MOST STRESSFUL TASKS FIRST
As we become more tired, our stress defences go down, so it is best to handle the most stressful events when your body is most alert and rested.
5 EXERCISE
I have a “Thigh Master” that I use to exercise my upper body and my thighs when I have been hunched over a desk for too long. Getting away from the desk and exercising for just a couple minutes can reduce stress remarkably. If you can get away for a walk, that is even better. Think about pleasant thoughts and not about your problems.
6 BREATHE DEEPLY
Headache expert Dr Jeffry Finnigan in his book, Life Beyond Headaches, says that one of the main keys to a healthy body is getting oxygen, which you cannot do if you are slumped over and stressed out.
Take a few minutes away from your work, close your eyes and breathe deeply and slowly. I like to tell myself that with each outgoing breath I am becoming calmer and less worried and stressed. If you can stop and breathe deeply for 10 minutes a couple of times a day, you can reduce your stress level dramatically.
7 MAKE YOURSELF AT HOME
Personalise your workspace. Surround yourself with photographs of home, posters from favourite movies or plants and flowers. Familiar objects help you to relax.
8 DRINK ORANGE JUICE
Scientists have discovered that vitamin C can reduce the production of stress hormones. Eat an orange, drink some juice, take a 200mg supplement, or eat other foods rich in vitamin C like broccoli, tomatoes, peppers, potatoes, strawberries, grapefruit and cataloupe melon.
9 SING A SONG
This tip does double duty. Singing relaxes the body and helps you breathe more deeply. But be considerate. If you don’t sing well, save this activity for the shower or you might create more stress for the people around you!
10 WATCH A FUNNY VIDEO
Laughter, like singing, gets more oxygen into your lungs, so watch something that really makes you laugh out loud.
11 REDUCE MULTI-TASKING
The more balls you have in the air, the more stressed you will feel. Reduce the number of tasks you are juggling and lower your tension and stress.
12 FIND OUT MORE ABOUT STRESS
Read a book, listen to an audiobook or watch a documentary about it. You will discover that there are many ways to overcome stress and cope with stressful situations.
No matter what kind of work you do, you will experience some form of stress. Do not let it overwhelm you. You can learn to control it.
Article by Justin Tyme, an Internet reporter who writes for small business.
Stress is closing in on all of us. Stress is affecting not only the way we do business, but also our health. While we cannot make stress go completely away, there are some things we can do to reduce our stress levels and make us happier and more productive.
Here are 12 things you can do to reduce stress:
1 CHANGE “I HAVE TO . . .” TO “I GET TO...”.
Small business writer Don Doman, author of Out of Work? Get Into Business and Look Before You Leap: Market Research Made Easy, says that when he is feeling overwhelmed and has too many things to do, he starts using the phrase, “I get to”.
Even the most miserable of tasks seem easier and less stressful if you get to do them. It seems like a reward. By removing that feeling that you “have” to do something, you have reduced some pressure and stress.
2 KEEP TOYS ON YOUR DESK
My wife used to keep “Transformers” — plastic robots that change their shape depending on which way you turn them — near the phone. She played with them while she was on the phone. It gave her something physical and mental to do at the same time, and helped reduce anxiety.
3 WRITE IT DOWN
By putting your thoughts down on paper (or on the computer), you can transfer your emotions from your mind to something more tangible. After you are done with the writing, you can crumble up the paper and throw it away, or light a match to it and let your troubles go up in smoke.
4 TACKLE THE MOST STRESSFUL TASKS FIRST
As we become more tired, our stress defences go down, so it is best to handle the most stressful events when your body is most alert and rested.
5 EXERCISE
I have a “Thigh Master” that I use to exercise my upper body and my thighs when I have been hunched over a desk for too long. Getting away from the desk and exercising for just a couple minutes can reduce stress remarkably. If you can get away for a walk, that is even better. Think about pleasant thoughts and not about your problems.
6 BREATHE DEEPLY
Headache expert Dr Jeffry Finnigan in his book, Life Beyond Headaches, says that one of the main keys to a healthy body is getting oxygen, which you cannot do if you are slumped over and stressed out.
Take a few minutes away from your work, close your eyes and breathe deeply and slowly. I like to tell myself that with each outgoing breath I am becoming calmer and less worried and stressed. If you can stop and breathe deeply for 10 minutes a couple of times a day, you can reduce your stress level dramatically.
7 MAKE YOURSELF AT HOME
Personalise your workspace. Surround yourself with photographs of home, posters from favourite movies or plants and flowers. Familiar objects help you to relax.
8 DRINK ORANGE JUICE
Scientists have discovered that vitamin C can reduce the production of stress hormones. Eat an orange, drink some juice, take a 200mg supplement, or eat other foods rich in vitamin C like broccoli, tomatoes, peppers, potatoes, strawberries, grapefruit and cataloupe melon.
9 SING A SONG
This tip does double duty. Singing relaxes the body and helps you breathe more deeply. But be considerate. If you don’t sing well, save this activity for the shower or you might create more stress for the people around you!
10 WATCH A FUNNY VIDEO
Laughter, like singing, gets more oxygen into your lungs, so watch something that really makes you laugh out loud.
11 REDUCE MULTI-TASKING
The more balls you have in the air, the more stressed you will feel. Reduce the number of tasks you are juggling and lower your tension and stress.
12 FIND OUT MORE ABOUT STRESS
Read a book, listen to an audiobook or watch a documentary about it. You will discover that there are many ways to overcome stress and cope with stressful situations.
No matter what kind of work you do, you will experience some form of stress. Do not let it overwhelm you. You can learn to control it.
Article by Justin Tyme, an Internet reporter who writes for small business.
Retain your best people
IN A world where you may wake up one morning to hear that your company and job have disappeared overnight, it is no surprise that most employees, especially top talent, are responding to this by continuously learning about their industries and updating their job skills.
Rather than seeking security from their jobs, they focus on remaining marketable in the event of a voluntary or involuntary job change.
Employees also place high value on the intangibles such as career advancement and learning opportunities, work-life balance, recognition and being treated with respect.
While there is no magic formula or one solution that fits all, human resource solutions provider Hewitt has discovered — through its research on the ongoing Best Employers In Asia project — that in placing a high value on employees’ needs, companies are able to inspire employees to do their best work, motivate them to stay with the company and cause employees to promote their company to their friends, family and customers.
These are behaviours that any company hopes to see in their workforce of today.
The study also found that there are three common characteristics that all Best Employers exhibit, and they are:
1 Inspired leadership
Dedicated to success for all concerned, leadership teams set the example for commitment to their companies and their employees.
Chief executive officers and senior leaders believe that their most important asset is their people.
For example, Raffles Hotels and Resorts, in partnership with Cornell University and eCornell, have developed Raffles Univirtual to provide education to employees at all its hotels and resorts.
Employees will be eligible to earn certificates from Cornell University in the fields of hospitality management, food service management, financial management, proactive leadership, executive leadership, supervisory skills and human resources management.
To meet the unique needs of employees in the hospitality industry, employees will be able to access Raffles Univirtual any time and anywhere, ensuring learning at their fingertips.
2 Unique company culture
Best Employers are articulate about their unique organisational culture, and they hire people for “culture fit”.
McDonald’s recruits people “with ketchup in their veins” — people who will be proud to go the extra mile to make their customers feel special and to provide an exceptional McDonald’s dining experience every visit, every time.
Potential candidates are screened for evidence of team-working skills and an understanding of customer service. This is followed by an online personality questionnaire, a one-day group assessment based in a restaurant, and, of course, a final interview.
All these steps serve to ensure that the right people are brought in, and potential candidates know what they are in for even before joining the company.
3 Aligned HR practices and effective execution
Best Employers do not necessarily have more or fancier people programmes than other companies.
However, these programmes are aligned with business strategies and executed effectively.
At Diageo, social responsibility underpins everything that the company does.
Being in the alcohol industry, Diageo has recognised that alcohol may be consumed irresponsibly, creating problems for individuals and for society as a whole.
Thus, it has taken active steps to work closely with the Government in educating the public and providing support for the less fortunate.
Diageo also participates in corporate social responsibility programmes such as Water Of Life — projects that protect the environment or improve access to safe drinking water in developing countries, as well as Disaster Relief — the corporation’s response to major disasters across the globe.
Motivated workforce
Other than the obvious benefits of having a workforce that is motivated, Best Employers have consistently outperformed their peers on a number of common financial measures.
In Asia, Best Employers’ average annual growth is approximately 15 per cent compared to 10 per cent for other corporations.
They also have lower turnover and receive twice as many unsolicited job applications than the rest, translating into lower recruitment costs for the companies.
Challenging commitment
With all these advantages towards becoming a Best Employer, why are there not more companies striving to be one?
The reality is that becoming — and remaining — a Best Employer is not easy.
It is not enough to have a flashy communication initiative and some new benefits; the commitment to employees has to be relentless.
Companies that have managed to cement their status have managed to do the three things stated above well and not waver regardless of economic situations.
For a company starting its journey to becoming a Best Employer, it may be best to take stock of current people practices and leadership effectiveness and then evaluate employee engagement at the company.
While the journey cannot be undertaken overnight, the benefits of doing so are great for employees, customers and stakeholders.
Article by Wendy Ng, project leader, Hewitt Best Employers in Singapore.
Rather than seeking security from their jobs, they focus on remaining marketable in the event of a voluntary or involuntary job change.
Employees also place high value on the intangibles such as career advancement and learning opportunities, work-life balance, recognition and being treated with respect.
While there is no magic formula or one solution that fits all, human resource solutions provider Hewitt has discovered — through its research on the ongoing Best Employers In Asia project — that in placing a high value on employees’ needs, companies are able to inspire employees to do their best work, motivate them to stay with the company and cause employees to promote their company to their friends, family and customers.
These are behaviours that any company hopes to see in their workforce of today.
The study also found that there are three common characteristics that all Best Employers exhibit, and they are:
1 Inspired leadership
Dedicated to success for all concerned, leadership teams set the example for commitment to their companies and their employees.
Chief executive officers and senior leaders believe that their most important asset is their people.
For example, Raffles Hotels and Resorts, in partnership with Cornell University and eCornell, have developed Raffles Univirtual to provide education to employees at all its hotels and resorts.
Employees will be eligible to earn certificates from Cornell University in the fields of hospitality management, food service management, financial management, proactive leadership, executive leadership, supervisory skills and human resources management.
To meet the unique needs of employees in the hospitality industry, employees will be able to access Raffles Univirtual any time and anywhere, ensuring learning at their fingertips.
2 Unique company culture
Best Employers are articulate about their unique organisational culture, and they hire people for “culture fit”.
McDonald’s recruits people “with ketchup in their veins” — people who will be proud to go the extra mile to make their customers feel special and to provide an exceptional McDonald’s dining experience every visit, every time.
Potential candidates are screened for evidence of team-working skills and an understanding of customer service. This is followed by an online personality questionnaire, a one-day group assessment based in a restaurant, and, of course, a final interview.
All these steps serve to ensure that the right people are brought in, and potential candidates know what they are in for even before joining the company.
3 Aligned HR practices and effective execution
Best Employers do not necessarily have more or fancier people programmes than other companies.
However, these programmes are aligned with business strategies and executed effectively.
At Diageo, social responsibility underpins everything that the company does.
Being in the alcohol industry, Diageo has recognised that alcohol may be consumed irresponsibly, creating problems for individuals and for society as a whole.
Thus, it has taken active steps to work closely with the Government in educating the public and providing support for the less fortunate.
Diageo also participates in corporate social responsibility programmes such as Water Of Life — projects that protect the environment or improve access to safe drinking water in developing countries, as well as Disaster Relief — the corporation’s response to major disasters across the globe.
Motivated workforce
Other than the obvious benefits of having a workforce that is motivated, Best Employers have consistently outperformed their peers on a number of common financial measures.
In Asia, Best Employers’ average annual growth is approximately 15 per cent compared to 10 per cent for other corporations.
They also have lower turnover and receive twice as many unsolicited job applications than the rest, translating into lower recruitment costs for the companies.
Challenging commitment
With all these advantages towards becoming a Best Employer, why are there not more companies striving to be one?
The reality is that becoming — and remaining — a Best Employer is not easy.
It is not enough to have a flashy communication initiative and some new benefits; the commitment to employees has to be relentless.
Companies that have managed to cement their status have managed to do the three things stated above well and not waver regardless of economic situations.
For a company starting its journey to becoming a Best Employer, it may be best to take stock of current people practices and leadership effectiveness and then evaluate employee engagement at the company.
While the journey cannot be undertaken overnight, the benefits of doing so are great for employees, customers and stakeholders.
Article by Wendy Ng, project leader, Hewitt Best Employers in Singapore.
Solving people problems
Do you have any “difficult” people on your team? As any manager will tell you, dealing with the good guys is not a problem — it is the difficult ones who are a challenge.
You might disagree, but in my experience as a manager, I found that there are very few really difficult staff.
The people on your team do not necessarily think, look or act the way you do, but that does not make them “difficult”. It just makes them different!
Recently, I was listening to a teacher on television, talking about how he was unable to handle “difficult” schoolchildren.
After listening to him for a while, it became apparent that the problem did not lie entirely with the children, as he was trying to suggest. He just did not have good communication skills.
If you have a difficult team member, or even more than one, you may feel there is not much you can do. Here is a suggestion.
Instead of concentrating on dealing with difficult staff, it is much more productive to stop them being difficult in the first place.
If managers and supervisors can create the right working environment for their team, then they are less likely to experience problems with their staff.
Here are two ways to deal with difficult staff:
SPEND QUALITY TIME
Five minutes of quality time on a regular basis is far more productive than a one-hour review every year. You need to get to know your individual team members better and they need to get to know you. Here’s how:
● Build individual relationships with team members; you will gain a much better understanding of them and how they’re handling the job. It will show that you care about them and that you are there to help with problems, both business and personal.
● Find out as much as you can about them, their backgrounds, where they are from, families, pets, hobbies, sports and their views on the world.
● Discover their philosophies and faiths, and how they think and how they feel. It is like building any other relationship because it starts from asking yourself what you want to know about this person.
Do this over time, and slowly but surely, you will know each person in your team very well.
You might also be thinking that your team members won’t want you to get to know them that well. Let me reassure you — most of them will, if they believe that you are sincere.
People are flattered when someone is genuinely and positively interested in them. They may not always give that impression but, they want to know you care and they want acceptance from you.
REWARD GOOD PERFORMANCE
When dealing with a “difficult” employee, concentrate on what he does well and tell him about it. Spend less time on his “bad” behaviour.
It is not uncommon for managers to invest 90 per cent of their energy responding to negative performances and only 10 per cent on strengthening positive performances. If you “reward” good behaviour, you will get more of it.
It is very easy for a manager or supervisor to fall into the trap of condemning one of their team as a no-hoper or a problem child.
It may turn out that this person should not be on your team, and you may need to help them find another position. However, as Abraham Lincoln once said about someone he had a problem with: “I don’t think I like that man, I must get to know him better.”
Do the same, and you are less likely to have problems with difficult staff.
Article by Alan Fairweather, an associate consultant with d’Oz International.
You might disagree, but in my experience as a manager, I found that there are very few really difficult staff.
The people on your team do not necessarily think, look or act the way you do, but that does not make them “difficult”. It just makes them different!
Recently, I was listening to a teacher on television, talking about how he was unable to handle “difficult” schoolchildren.
After listening to him for a while, it became apparent that the problem did not lie entirely with the children, as he was trying to suggest. He just did not have good communication skills.
If you have a difficult team member, or even more than one, you may feel there is not much you can do. Here is a suggestion.
Instead of concentrating on dealing with difficult staff, it is much more productive to stop them being difficult in the first place.
If managers and supervisors can create the right working environment for their team, then they are less likely to experience problems with their staff.
Here are two ways to deal with difficult staff:
SPEND QUALITY TIME
Five minutes of quality time on a regular basis is far more productive than a one-hour review every year. You need to get to know your individual team members better and they need to get to know you. Here’s how:
● Build individual relationships with team members; you will gain a much better understanding of them and how they’re handling the job. It will show that you care about them and that you are there to help with problems, both business and personal.
● Find out as much as you can about them, their backgrounds, where they are from, families, pets, hobbies, sports and their views on the world.
● Discover their philosophies and faiths, and how they think and how they feel. It is like building any other relationship because it starts from asking yourself what you want to know about this person.
Do this over time, and slowly but surely, you will know each person in your team very well.
You might also be thinking that your team members won’t want you to get to know them that well. Let me reassure you — most of them will, if they believe that you are sincere.
People are flattered when someone is genuinely and positively interested in them. They may not always give that impression but, they want to know you care and they want acceptance from you.
REWARD GOOD PERFORMANCE
When dealing with a “difficult” employee, concentrate on what he does well and tell him about it. Spend less time on his “bad” behaviour.
It is not uncommon for managers to invest 90 per cent of their energy responding to negative performances and only 10 per cent on strengthening positive performances. If you “reward” good behaviour, you will get more of it.
It is very easy for a manager or supervisor to fall into the trap of condemning one of their team as a no-hoper or a problem child.
It may turn out that this person should not be on your team, and you may need to help them find another position. However, as Abraham Lincoln once said about someone he had a problem with: “I don’t think I like that man, I must get to know him better.”
Do the same, and you are less likely to have problems with difficult staff.
Article by Alan Fairweather, an associate consultant with d’Oz International.
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