This is my collection of happiness quotes. I think quotes are a great way to share the wisdom of the ages and modern day sages. I think a good quote is a like a good song … it means something to you, maybe even beyond the original intentions. By filling your quiver of insights with inspiring quotes, you have more to draw from in any situation. This post will help you fill your quiver with happiness quotes you can use throughout your life. As you scan and sift through the quotes, ask yourself, “how can I use this?”
What the Great Ones Teach Us on Happiness
Philosophers, scientists, and comedians have taught us a lot about happiness. Maybe one of the most important lessons they’ve taught us is to look inward for happiness. Sometimes it’s right in front of you and you just have to grab it. They’ve also taught us that our thought patterns can limit or enable our happiness. They’ve taught us that happiness isn’t static. They’ve taught us that happiness isn’t about things. In fact, sometimes it’s about doing … doing what we love.
My Thoughts on Happiness
I think the key themes boil down to how we talk to ourselves, how we respond to things, how we make meaning, who we spend time with, and how we make the most of what we’ve got. The other key thing is that happiness is dynamic and it’s not a static state. It’s about living, learning and growing, and rolling with the punches. I also think it’s important to think of happiness as a skill. Drive from happiness. For durable happiness, lead your happiness from the inside out. Most importantly – enjoy the process.
Top 10
Here are top 10 favorite happiness quotes:
“Growth itself contains the germ of happiness.” – Pearl S. Buck
“I am a kind of paranoiac in reverse. I suspect people of plotting to make me happy.” – J.D. Salinger
“If you think sunshine brings you happiness, then you haven’t danced in the rain.” – Unknown
“It is only possible to live happily ever after on a day to day basis.” – Margaret Bonnano
“It isn’t what you have, or who you are, or where you are, or what you are doing that makes you happy or unhappy. It is what you think about.” – Dale Carnegie
“Most people are about as happy as they make up their minds to be.” – Abraham Lincoln
“Nobody can take away your pain, so don’t let anyone take away your happiness.” – Unknown
“The art of living does not consist in preserving and clinging to a particular mode of happiness, but in allowing happiness to change its form without being disappointed by the change; happiness, like a child, must be allowed to grow up. ” – Charles L. Morgan
“The foolish man seeks happiness in the distance, the wise grows it under his feet.” – James Oppenheim
“The grand essentials of happiness are: something to do, something to love, and something to hope for.” – Allan K. Chalmers
What is Happiness
According to Wikipedia, happiness is “a state of mind or feeling characterized by contentment, love, satisfaction, pleasure, or joy.” Here are some quotes that illuminate and define happiness from different perspectives:
“But what is happiness except the simple harmony between a man and the life he leads?” – Albert Camus
“Happiness cannot be traveled to, owned, earned, worn or consumed. Happiness is the spiritual experience of living every minute with love, grace and gratitude.” – Denis Waitley
“Happiness is… usually attributed by adults to children, and by children to adults.” – Thomas Szasz
“Happiness is a direction, not a place.” – Sydney J. Harris
“Happiness is a perfume you cannot pour on others without getting a few drops on yourself.” – Ralph Waldo Emerson
“Happiness is a Swedish sunset -it is there for all, but most of us look the other way and lose it.” – Mark Twain
“Happiness is an attitude. We either make ourselves miserable, or happy and strong. The amount of work is the same.” – Francesca Reigler
“Happiness is as a butterfly which, when pursued, is always beyond our grasp, but which if you will sit down quietly, may alight upon you.” – Nathaniel Hawthorne
“Happiness is having a large, loving, caring, close-knit family in another city.” – George Burns
“Happiness is not a goal; it is a by-product.” – Eleanor Roosevelt
“Happiness is when what you think, what you say, and what you do are in harmony.” – Mohandas K. Gandhi
“Happiness is when your mind is thinking through your heart.” – Judi Singleton
“Happiness, it seems to me, consists of two things: first, in being where you belong, and second -and best -in comfortably going through everyday life, that is, having had a good night’s sleep and not being hurt by new shoes.” – Theodor “Fontane
“Happiness is not in the mere possession of money; it lies in the joy of achievement, in the thrill of creative effort. Franklin D. Roosevelt
“Independence is happiness.” – Susan B. Anthony
“That is happiness; to be dissolved into something completely great.” – Willa Cather
“There is only one happiness in life, to love and be loved.” – George Sand
“To fill the hour -that is happiness.” – Ralph Waldo Emerson
“Unhappiness is best defined as the difference between our talents and our expectations.” – Edward de Bono
“Wisdom is the supreme part of happiness.” – Sophocles
Sunday, December 20, 2009
Win some, lose some
YOU might be tempted to say: “What’s wrong with a little competition?”
Nothing is wrong with it. It is healthy. It is when your need to compete and be superior to someone else gets in the way of the best possible outcome for both of you. That is when competition becomes a liability. I’m talking about the kind of person who always needs to be “one up” on other people.
People who live their life in competition with everyone — and we all know people like that — might get admired for their achievements, but they do not get the freely given attention and support of others.
People who exude the message: “I’m smarter, or prettier, or richer, or more committed than you are” do not garner people’s trust. That’s because the message is clearly about “Me first”.
A willingness to be flexible means that, occasionally, you are not number one. You may need to take a backseat to a colleague who is trying something innovative. It may mean that you will need to compromise in a negotiation. Maybe the fact that you are the best salesperson of the month every month prevents other people from even trying.
Does your level of competitiveness get in the way of relationships? If you play a one-on-one sport such as tennis or racquetball, do you always play to beat the other person? If you play board games or video games with your children, is it more important to win than to have fun?
On the one hand, it seems as though we are being pushed to be more competitive. Many of us work for companies that are in fierce marketing battles with global competitors. There are fewer tax dollars to go around; fewer jobs in many industries. Yet, the paradox is that the solutions we are finding to those problems involve not more competition, but more collaboration.
I just have one tip for you if you have a streak of competitiveness that gets in the way of your relationships — stop seeing the other person as an opponent.
Reframe the relationship a s a mentoring one, or as a friendship, or a chance to do something together that neither of you could do alone.
Look directly into that person’s eyes and see a fellow human being who does not want to be beaten or made into a loser any more than you do. People who are always out to win may collect a lot of marbles, but they lose a lot of friends. And I would trade a bag of marbles for a good friend any day.
Article by Dr Tony Alessandra, an entrepreneur and author of 18 books.
Nothing is wrong with it. It is healthy. It is when your need to compete and be superior to someone else gets in the way of the best possible outcome for both of you. That is when competition becomes a liability. I’m talking about the kind of person who always needs to be “one up” on other people.
People who live their life in competition with everyone — and we all know people like that — might get admired for their achievements, but they do not get the freely given attention and support of others.
People who exude the message: “I’m smarter, or prettier, or richer, or more committed than you are” do not garner people’s trust. That’s because the message is clearly about “Me first”.
A willingness to be flexible means that, occasionally, you are not number one. You may need to take a backseat to a colleague who is trying something innovative. It may mean that you will need to compromise in a negotiation. Maybe the fact that you are the best salesperson of the month every month prevents other people from even trying.
Does your level of competitiveness get in the way of relationships? If you play a one-on-one sport such as tennis or racquetball, do you always play to beat the other person? If you play board games or video games with your children, is it more important to win than to have fun?
On the one hand, it seems as though we are being pushed to be more competitive. Many of us work for companies that are in fierce marketing battles with global competitors. There are fewer tax dollars to go around; fewer jobs in many industries. Yet, the paradox is that the solutions we are finding to those problems involve not more competition, but more collaboration.
I just have one tip for you if you have a streak of competitiveness that gets in the way of your relationships — stop seeing the other person as an opponent.
Reframe the relationship a s a mentoring one, or as a friendship, or a chance to do something together that neither of you could do alone.
Look directly into that person’s eyes and see a fellow human being who does not want to be beaten or made into a loser any more than you do. People who are always out to win may collect a lot of marbles, but they lose a lot of friends. And I would trade a bag of marbles for a good friend any day.
Article by Dr Tony Alessandra, an entrepreneur and author of 18 books.
Motivate your employees
Have you ever wondered what actually motivates your employees, and what the key to retaining your best people is?
In my experience as a recruiter, I have learnt from candidates that it is not always about the money. Beyond a competitive salary package and staff benefits, there are some intangible factors that employees seek in their careers and the organisations they work for.
Understanding these needs can help you increase employee motivation, which in turn will lead to higher job satisfaction, retention and productivity. Employees look for seven factors; here are the first three (see the remaining four in tomorrow’s paper):
1 A great boss
Surveys have shown that one of the key reasons people leave their companies is their immediate superiors. A difficult relationship with one’s boss usually spells the end of one’s career for most people — and that is why when the boss is the problem, it proves to be harder to retain the staff.
A boss who is well-loved by his employees is often rewarded with a high level of staff loyalty — even when all other work factors may not be ideal. People spend a great deal of their time at work, and the type of boss can make a huge difference in their work environment.
Do your people look forward to coming to work, or do they dread being in your presence? There is a fine line between high turnover rate and high retention rate — and more often than not, the boss is that fine line.
2 Trust and respect
Although it is a fairly simple concept, many employers overlook the significance that many employees attach to it. Showing respect to your staff means treating them like adults and trusting them to do their best for the company.
You need to be objective and fair at all times, and be receptive to both their strengths as well as shortcomings. It also means allowing room for failure and mistakes, and believing that they will improve.
Many employers are often quick to blame and pass judgment, disregarding their staff’s opinions and explanations. Respect that people have limitations and work with them on overcoming the obstacles, rather than imposing your values and personal biases upon them.
When employees feel respected, not only will they feel more empowered, they are also more likely to accord the same respect (if not more) to you. They will also be more willing to go the extra mile for you.
3 Appreciation and recognition
Recognition is not just about paying lip service and stating it on your company’s corporate collaterals. Employees want to feel that their contributions are appreciated, and that they are being rewarded for their achievements.
Recognition does not always have to be extravagant or costly. For many people, a simple thank-you note, a genuine compliment or praising their work in public or to senior management can carry a lot of significance and yet, hardly cost the employer anything to provide it.
For example, one company’s managing director recognises his top performers by simply taking them out to dinner, at a restaurant of their choice. The more personal the recognition, the more rewarded the employees will feel.
When people know their efforts are being appreciated that much, they are intrinsically energised to perform better.
4 Career progression
More often than not, employees leave because they feel stagnant or, worse, redundant. When people feel that they are no longer adding value to the organisation, or that they have reached a ceiling in terms of their career path, it is difficult to expect them to stay motivated.
As an employer, you need to have a plan for individual growth. Employees need to feel challenged in their work. They want to upgrade themselves, either through training or taking on more responsibilities and expanding their portfolios.
In a survey done by Robert Walters last year, more than half of the respondents claimed that their main reason for moving on to greener pastures was to seek better career development or job promotion opportunities.
Giving someone a raise without additional responsibilities or the possibility of advancement is actually counter-productive as it sends the message that there is no light at the end of the tunnel. Employees will be richer when compensated with money, of course, but not necessarily happier when they realise they are stuck in a dead-end job.
5 Corporate culture
Due to the large amount of time they spend at work, many employees may place a strong and positive corporate culture high on their wishlist. More often than not, the senior management of an organisation is responsible for shaping and determining the company’s culture, and their values, beliefs and vision will have a trickle-down effect on their staff.
A company with a top-down management approach will see its employees contributing only what they are told to do, as they are probably resigned to the fact that their opinions will not be valued anyway.
On the other hand, a more open and consultative culture encourages employee feedback and the sharing of ideas, and people are less afraid to take risks or make mistakes.
Some people may prefer to work in a bottom-line focused organisation, while others look for one that provides good work-life balance. Whichever culture you have decided to create for your company, it has to be one that people can thrive and interact in.
6 Communication
It may sound trivial, but one of the major complaints from employees during exit interviews is the lack of communication within the organisation.
Communication bridges the gap between the company and its employees. So it is extremely critical that the senior management of the organisation relays its vision, direction, plans and strategies to its staff on a regular basis.
Regular internal communication helps keep the staff updated on how the company is doing, its existing challenges and where it is heading. It allows the staff to understand the organisation’s strengths and limitations better, and also gives them a sense of belonging and purpose as they envision themselves as being part of the organisation’s larger objectives.
7 Social obligations
The topic of corporate social responsibility has emerged as a significant factor for people in recent years. A global study covering nearly 95,000 workers throughout the world recently confirmed that an employer’s commitment to corporate social responsibility (CSR) is now crucial to attracting and retaining its workforce.
As people become more aware of social and environmental issues, they feel an obligation to be responsible or, at the very least, want to belong to an organisation that takes responsibility for issues that may potentially have a huge impact on the world or society.
With the increased media attention and emphasis on such issues, employees have become more sensitised to an organisation’s corporate behaviour. No one wants to be associated with a company that is being accused of using child labour, contributing to pollution, practising workplace discrimination or being negligent in its manufacturing practices.
A socially responsible employer will not only benefit from a highly positive branding and corporate reputation, the goodwill it builds with its robust corporate governance and activities can also attract, keep and develop human capital, keeping operations and staff morale high.
Not just the money
Today’s employees no longer define money as the sole factor for job satisfaction and loyalty. They are also increasingly concerned with the people they work for and with, the company’s environment and the level of staff engagement within the organisation.
Many people have begun to look beyond salary and benefits as the main motivators for taking flight, and are consistently placing more emphasis on the factors mentioned above as key criteria for a fulfilling and rewarding career.
Even in tough economic times, organisations need to recognise the incongruity between what they think employees want, and what people are really looking for.
Employees no longer just want a job; they are actively seeking a career that can satisfy not only their monetary demands, but their social and emotional needs as well. Companies that can balance these needs will set themselves apart as an employer of choice.
Article by Andree Mangels, a senior consultant (sales & marketing) in Robert Walters Singapore.
In my experience as a recruiter, I have learnt from candidates that it is not always about the money. Beyond a competitive salary package and staff benefits, there are some intangible factors that employees seek in their careers and the organisations they work for.
Understanding these needs can help you increase employee motivation, which in turn will lead to higher job satisfaction, retention and productivity. Employees look for seven factors; here are the first three (see the remaining four in tomorrow’s paper):
1 A great boss
Surveys have shown that one of the key reasons people leave their companies is their immediate superiors. A difficult relationship with one’s boss usually spells the end of one’s career for most people — and that is why when the boss is the problem, it proves to be harder to retain the staff.
A boss who is well-loved by his employees is often rewarded with a high level of staff loyalty — even when all other work factors may not be ideal. People spend a great deal of their time at work, and the type of boss can make a huge difference in their work environment.
Do your people look forward to coming to work, or do they dread being in your presence? There is a fine line between high turnover rate and high retention rate — and more often than not, the boss is that fine line.
2 Trust and respect
Although it is a fairly simple concept, many employers overlook the significance that many employees attach to it. Showing respect to your staff means treating them like adults and trusting them to do their best for the company.
You need to be objective and fair at all times, and be receptive to both their strengths as well as shortcomings. It also means allowing room for failure and mistakes, and believing that they will improve.
Many employers are often quick to blame and pass judgment, disregarding their staff’s opinions and explanations. Respect that people have limitations and work with them on overcoming the obstacles, rather than imposing your values and personal biases upon them.
When employees feel respected, not only will they feel more empowered, they are also more likely to accord the same respect (if not more) to you. They will also be more willing to go the extra mile for you.
3 Appreciation and recognition
Recognition is not just about paying lip service and stating it on your company’s corporate collaterals. Employees want to feel that their contributions are appreciated, and that they are being rewarded for their achievements.
Recognition does not always have to be extravagant or costly. For many people, a simple thank-you note, a genuine compliment or praising their work in public or to senior management can carry a lot of significance and yet, hardly cost the employer anything to provide it.
For example, one company’s managing director recognises his top performers by simply taking them out to dinner, at a restaurant of their choice. The more personal the recognition, the more rewarded the employees will feel.
When people know their efforts are being appreciated that much, they are intrinsically energised to perform better.
4 Career progression
More often than not, employees leave because they feel stagnant or, worse, redundant. When people feel that they are no longer adding value to the organisation, or that they have reached a ceiling in terms of their career path, it is difficult to expect them to stay motivated.
As an employer, you need to have a plan for individual growth. Employees need to feel challenged in their work. They want to upgrade themselves, either through training or taking on more responsibilities and expanding their portfolios.
In a survey done by Robert Walters last year, more than half of the respondents claimed that their main reason for moving on to greener pastures was to seek better career development or job promotion opportunities.
Giving someone a raise without additional responsibilities or the possibility of advancement is actually counter-productive as it sends the message that there is no light at the end of the tunnel. Employees will be richer when compensated with money, of course, but not necessarily happier when they realise they are stuck in a dead-end job.
5 Corporate culture
Due to the large amount of time they spend at work, many employees may place a strong and positive corporate culture high on their wishlist. More often than not, the senior management of an organisation is responsible for shaping and determining the company’s culture, and their values, beliefs and vision will have a trickle-down effect on their staff.
A company with a top-down management approach will see its employees contributing only what they are told to do, as they are probably resigned to the fact that their opinions will not be valued anyway.
On the other hand, a more open and consultative culture encourages employee feedback and the sharing of ideas, and people are less afraid to take risks or make mistakes.
Some people may prefer to work in a bottom-line focused organisation, while others look for one that provides good work-life balance. Whichever culture you have decided to create for your company, it has to be one that people can thrive and interact in.
6 Communication
It may sound trivial, but one of the major complaints from employees during exit interviews is the lack of communication within the organisation.
Communication bridges the gap between the company and its employees. So it is extremely critical that the senior management of the organisation relays its vision, direction, plans and strategies to its staff on a regular basis.
Regular internal communication helps keep the staff updated on how the company is doing, its existing challenges and where it is heading. It allows the staff to understand the organisation’s strengths and limitations better, and also gives them a sense of belonging and purpose as they envision themselves as being part of the organisation’s larger objectives.
7 Social obligations
The topic of corporate social responsibility has emerged as a significant factor for people in recent years. A global study covering nearly 95,000 workers throughout the world recently confirmed that an employer’s commitment to corporate social responsibility (CSR) is now crucial to attracting and retaining its workforce.
As people become more aware of social and environmental issues, they feel an obligation to be responsible or, at the very least, want to belong to an organisation that takes responsibility for issues that may potentially have a huge impact on the world or society.
With the increased media attention and emphasis on such issues, employees have become more sensitised to an organisation’s corporate behaviour. No one wants to be associated with a company that is being accused of using child labour, contributing to pollution, practising workplace discrimination or being negligent in its manufacturing practices.
A socially responsible employer will not only benefit from a highly positive branding and corporate reputation, the goodwill it builds with its robust corporate governance and activities can also attract, keep and develop human capital, keeping operations and staff morale high.
Not just the money
Today’s employees no longer define money as the sole factor for job satisfaction and loyalty. They are also increasingly concerned with the people they work for and with, the company’s environment and the level of staff engagement within the organisation.
Many people have begun to look beyond salary and benefits as the main motivators for taking flight, and are consistently placing more emphasis on the factors mentioned above as key criteria for a fulfilling and rewarding career.
Even in tough economic times, organisations need to recognise the incongruity between what they think employees want, and what people are really looking for.
Employees no longer just want a job; they are actively seeking a career that can satisfy not only their monetary demands, but their social and emotional needs as well. Companies that can balance these needs will set themselves apart as an employer of choice.
Article by Andree Mangels, a senior consultant (sales & marketing) in Robert Walters Singapore.
Lead yourself before leading others
Are transformational leaders born or made? The debate on this matter is as old as civilisation itself.
People have to realise that everyone is born with a unique mix of the same basic ingredients, and these very ingredients are either shaped into transformational leadership by others or by the leader himself. Only when individuals wake up to this reality, does the process of creating transformational leadership begin.
For the river of transformational leadership to run its full course, it has to go through the following three stages — primary, secondary and tertiary transformation leadership.
1 Leading oneself
The first, primary transformational leadership, is a “you and only you” phenomenon. It does not involve anyone and is not circumstantial.
Primary transformational leadership starts with you being principled and doing what is best, over the long term, for society as a whole. It calls for a proactive approach to problem-solving, where others are waiting for solutions to be laid out for them.
Also, it requires patience to allow things to fall into place, without any loss of a steely determination to ensure a profitable outcome. It enables you to continuously advance your level of performance and lead as a shining example.
The product of the above six Ps culminates into the seventh — peace. This is how you will feel when you possess the knowledge that you are on the right track.
2 Leading others
Secondary transformational leadership is a “you and others” phenomenon. It is a step outside your world into the world of another. And since it involves other human beings, secondary transformational leadership is about assisting other people to win first. This is diametrically opposite to manipulative leadership, which is of a more self-serving nature.
As a secondary transformational leader, you have to raise the awareness of those you have been chosen to lead. You have to know the personalities of those you are leading and help to polish them to brilliance.
You must be clear about what the objectives are and align targets. You need to create opportunities for others to win and build a great team environment. You need to know how to coach people while they are at their tasks. Apart from focusing on growing the best mindsets, you should also develop the best competencies possible.
Before you can build a solid secondary transformational leadership, you need to establish a firm foundation of primary transformational leadership. Clearly, you cannot truly lead another human being effectively until you learn to lead yourself.
3 Leading other leaders
If primary and secondary transformational leadership have been well honed in an individual, this will naturally progress to tertiary transformational leadership, which is about “leading other leaders”.
Having taken on the mantle to lead your peers and even superiors, you must keep in mind the lessons of primary and secondary transformational leadership and be of service to other leaders.
A spirit of service will automatically tear down fences and open doors for mutually beneficial collaborative partnerships. This takes a great deal of maturity and foresight and is often referred to as vision.
The higher you rise in the corporate world, the more your values will be challenged and the more your fortitude will be needed to uphold them. A firm spiritual centre never hurts any great leader and a brilliant tertiary transformational leader would do well to acquire it.
Ultimately, tertiary transformational leadership becomes less about being actively involved in operational activities and more about being a source of inspiration and wisdom.
Article by Manoj Sharma, an organisational strategist who works with leaders of international tier-one organisations.
People have to realise that everyone is born with a unique mix of the same basic ingredients, and these very ingredients are either shaped into transformational leadership by others or by the leader himself. Only when individuals wake up to this reality, does the process of creating transformational leadership begin.
For the river of transformational leadership to run its full course, it has to go through the following three stages — primary, secondary and tertiary transformation leadership.
1 Leading oneself
The first, primary transformational leadership, is a “you and only you” phenomenon. It does not involve anyone and is not circumstantial.
Primary transformational leadership starts with you being principled and doing what is best, over the long term, for society as a whole. It calls for a proactive approach to problem-solving, where others are waiting for solutions to be laid out for them.
Also, it requires patience to allow things to fall into place, without any loss of a steely determination to ensure a profitable outcome. It enables you to continuously advance your level of performance and lead as a shining example.
The product of the above six Ps culminates into the seventh — peace. This is how you will feel when you possess the knowledge that you are on the right track.
2 Leading others
Secondary transformational leadership is a “you and others” phenomenon. It is a step outside your world into the world of another. And since it involves other human beings, secondary transformational leadership is about assisting other people to win first. This is diametrically opposite to manipulative leadership, which is of a more self-serving nature.
As a secondary transformational leader, you have to raise the awareness of those you have been chosen to lead. You have to know the personalities of those you are leading and help to polish them to brilliance.
You must be clear about what the objectives are and align targets. You need to create opportunities for others to win and build a great team environment. You need to know how to coach people while they are at their tasks. Apart from focusing on growing the best mindsets, you should also develop the best competencies possible.
Before you can build a solid secondary transformational leadership, you need to establish a firm foundation of primary transformational leadership. Clearly, you cannot truly lead another human being effectively until you learn to lead yourself.
3 Leading other leaders
If primary and secondary transformational leadership have been well honed in an individual, this will naturally progress to tertiary transformational leadership, which is about “leading other leaders”.
Having taken on the mantle to lead your peers and even superiors, you must keep in mind the lessons of primary and secondary transformational leadership and be of service to other leaders.
A spirit of service will automatically tear down fences and open doors for mutually beneficial collaborative partnerships. This takes a great deal of maturity and foresight and is often referred to as vision.
The higher you rise in the corporate world, the more your values will be challenged and the more your fortitude will be needed to uphold them. A firm spiritual centre never hurts any great leader and a brilliant tertiary transformational leader would do well to acquire it.
Ultimately, tertiary transformational leadership becomes less about being actively involved in operational activities and more about being a source of inspiration and wisdom.
Article by Manoj Sharma, an organisational strategist who works with leaders of international tier-one organisations.
When things fall apart?
WE ALL experience times in our lives when it seems that things are just not going the way we want. Maybe your job is giving you problems, perhaps you have financial challenges, or you are experiencing a difficult time in your marriage or other relationships.
Tough times can bring you to your knees, but they can also raise you to new heights. The important thing is to focus on making sure you get through to the other side. As Winston Churchill said: “If you’re going through hell, keep going.”
So here are some tips to help you navigate difficult times of transition with wisdom.
■ Nurture yourself
You are not feeling right emotionally or mentally. Whether you have lost a friend or a job, or are at a loose end, you will go through stages of grief and stress. Start acknowledging your stress and be kind to yourself.
Take comfort in what nourishes you — inspirational reading, music, a visit to a place of spiritual significance or a quiet café to have a cup of tea or coffee and just watch the world go by. Talk to close friends and seek positive people who can lift your spirits. Make this fuelling process a priority every day.
■ Accept support
Do not deprive your friends and family of the opportunity to help you when you need it. Just remember, shared burden foster enhanced closeness. Join a support group — this might be a prayer circle, a job-seekers meeting, or a group of people with an issue similar to yours. Knowing that you are not alone will make you feel more positive.
■ Stay focused
Stay focused on the present. Take life one day, one moment at a time. Tough times are more manageable when you pay attention to making decisions and taking actions on only the next couple of steps. Worrying about the future can sometimes dampen your confidence, leading to more stress. Concentrate your precious energy on only what is critically important right now.
■ Trust in your resilience
Chances are you have been through tough times before. Try to focus on the natural inner resources that helped you ride the waves the last time. It is said that a crisis brings out the worst and the best in a person. Using positive self-talk and the various coping strategies will help you weather the storm and emerge stronger and wiser.
■ Be patient
Just remember the mantra: “This too shall pass.” Something will happen to change your current state of mind. It could be as simple as a smile from a stranger or as momentous as a good job offer.
Article by Aarti Dhingra, a software engineer with an interest in human resources.
Tough times can bring you to your knees, but they can also raise you to new heights. The important thing is to focus on making sure you get through to the other side. As Winston Churchill said: “If you’re going through hell, keep going.”
So here are some tips to help you navigate difficult times of transition with wisdom.
■ Nurture yourself
You are not feeling right emotionally or mentally. Whether you have lost a friend or a job, or are at a loose end, you will go through stages of grief and stress. Start acknowledging your stress and be kind to yourself.
Take comfort in what nourishes you — inspirational reading, music, a visit to a place of spiritual significance or a quiet café to have a cup of tea or coffee and just watch the world go by. Talk to close friends and seek positive people who can lift your spirits. Make this fuelling process a priority every day.
■ Accept support
Do not deprive your friends and family of the opportunity to help you when you need it. Just remember, shared burden foster enhanced closeness. Join a support group — this might be a prayer circle, a job-seekers meeting, or a group of people with an issue similar to yours. Knowing that you are not alone will make you feel more positive.
■ Stay focused
Stay focused on the present. Take life one day, one moment at a time. Tough times are more manageable when you pay attention to making decisions and taking actions on only the next couple of steps. Worrying about the future can sometimes dampen your confidence, leading to more stress. Concentrate your precious energy on only what is critically important right now.
■ Trust in your resilience
Chances are you have been through tough times before. Try to focus on the natural inner resources that helped you ride the waves the last time. It is said that a crisis brings out the worst and the best in a person. Using positive self-talk and the various coping strategies will help you weather the storm and emerge stronger and wiser.
■ Be patient
Just remember the mantra: “This too shall pass.” Something will happen to change your current state of mind. It could be as simple as a smile from a stranger or as momentous as a good job offer.
Article by Aarti Dhingra, a software engineer with an interest in human resources.
Thursday, December 10, 2009
Branding your way to success
SMALL and medium-scale enterprises (SMEs) are now competing globally, which means being able to operate at different international levels essential, in ensuring a successful business plan. Thus, branding is viewed as the medium to explore and execute a successful plan to move ahead. Nowadays, it is a necessity to be highly competitive.
As a great brand, you will be able to attract the best talents in the industry, who are attracted to the way you operate your business. This will enable you to build an even stronger workforce where the like-minded congregate. With most SMEs, succession planning is also a challenging process. Good branding will attract the right candidates to participate in laying the foundation to a strong future.
The journey
Branding is not a simple process of changing the look of a company which is regarded as too superficial. Instead, branding is a process of knowing what you stand for, how you want to be seen by your stakeholders, be it employees, customers or the public. Branding needs to be successful as an objective but the process of discovering what your brand stands for brings the most significant value.
Branding needs to be an ongoing, longterm commitment by the whole business to ensure that it will stand the test of time and still be relevant to customers as markets evolve.
A collective effort
The process of discovery and branding should involve all internal stakeholders in the business. A successful branding exercise should have maximum buy-in from the internal stakeholders during the whole process.
Ideally, the exercise should be a process to discover the true values of the organisation. This process should involve assembling small discussion groups throughout the organisation, to truly examine and understand the inner workings.
At Reapfield, one-to-one sessions with negotiators are held regularly to understand their daily challenges and how they would solve particular situations. The team leaders would meet on a weekly basis with the management to relate those experiences. Understanding the needs of the people makes the branding exercise more relevant.
Branding, done collectively, is about inspiring the people around you and convincing them that this is a worthwhile venture.
Relevance to the marketplace
Just as branding is relevant to internal stakeholders, current and future customers must be able to perceive the relevance to them. The process of discovering why your customers have chosen to do business with you in the past should help you to position yourself in the marketplace. After all, this is the reason for your success.
With customers, it is vital to discover the trigger points for them to decide to conduct business with you. Who your customers want to be associated with and what types of customers you would like to attract will have a great impact on your business.
It is important to understand your customers by interviewing them and getting them to participate in surveys. Do you only attract customers because of your low pricing or the extra benefits you provide or a combination of both?
Reapfield is not known for charging the lowest professional fees but it gains a large proportion of its customer base through referrals. These customers perceive the benefits of dealing with a trusted brand that has consistently performed to their expectations. They will certainly choose a business that has clarity in what it stands for.
A system of operation
Branding involves a system of how you would operate. This starts from the time a customer calls until the time the transaction is concluded. A branding exercise would involve examining how your staff greet your customers, what information you want to obtain from them and the way you go about obtaining that information.
It also involves how you would treat a customer even if he does not buy your product today. A system of how and when and the frequency of following up with customers is of paramount importance for customer retention. Communication modes are also important for follow-ups.
Implementing systems, be it technological systems or training systems, to achieve the goal of brand recognition is a continuous process. Branding also means examining the culture of business operations, the ethical standards and even, how customer complaints are handled. Branding should encompass your true identity and what you stand for.
Success
A successful branding exercise needs to be recognised by all its stakeholders, both internal and external, your peers in the industry and the business community in general.
Yesterday, Reapfield was awarded the Superbrand status as a result of achieving the number one ranking in the consumer survey conducted by The Nielsen Company in February this year. This is the first such award presented to a real estate agency in Malaysia and attests to the success of a branding exercise.
When the Malaysian Institute of Estate Agents (MIEA) conferred Reapfield with the title of “Real Estate Agency of the Year” earlier this year, it meant that peers in the property industry recognised the company’s contribution to the real estate fraternity.
When the SMI (small and medium-scale industry) business community gave Reapfield the Brand Excellence award recently, it reflected that the Reapfield brand was now widely recognised for just that, excellence.
Article contributed by Reapfield Properties senior vice-president Gerard Kho.
As a great brand, you will be able to attract the best talents in the industry, who are attracted to the way you operate your business. This will enable you to build an even stronger workforce where the like-minded congregate. With most SMEs, succession planning is also a challenging process. Good branding will attract the right candidates to participate in laying the foundation to a strong future.
The journey
Branding is not a simple process of changing the look of a company which is regarded as too superficial. Instead, branding is a process of knowing what you stand for, how you want to be seen by your stakeholders, be it employees, customers or the public. Branding needs to be successful as an objective but the process of discovering what your brand stands for brings the most significant value.
Branding needs to be an ongoing, longterm commitment by the whole business to ensure that it will stand the test of time and still be relevant to customers as markets evolve.
A collective effort
The process of discovery and branding should involve all internal stakeholders in the business. A successful branding exercise should have maximum buy-in from the internal stakeholders during the whole process.
Ideally, the exercise should be a process to discover the true values of the organisation. This process should involve assembling small discussion groups throughout the organisation, to truly examine and understand the inner workings.
At Reapfield, one-to-one sessions with negotiators are held regularly to understand their daily challenges and how they would solve particular situations. The team leaders would meet on a weekly basis with the management to relate those experiences. Understanding the needs of the people makes the branding exercise more relevant.
Branding, done collectively, is about inspiring the people around you and convincing them that this is a worthwhile venture.
Relevance to the marketplace
Just as branding is relevant to internal stakeholders, current and future customers must be able to perceive the relevance to them. The process of discovering why your customers have chosen to do business with you in the past should help you to position yourself in the marketplace. After all, this is the reason for your success.
With customers, it is vital to discover the trigger points for them to decide to conduct business with you. Who your customers want to be associated with and what types of customers you would like to attract will have a great impact on your business.
It is important to understand your customers by interviewing them and getting them to participate in surveys. Do you only attract customers because of your low pricing or the extra benefits you provide or a combination of both?
Reapfield is not known for charging the lowest professional fees but it gains a large proportion of its customer base through referrals. These customers perceive the benefits of dealing with a trusted brand that has consistently performed to their expectations. They will certainly choose a business that has clarity in what it stands for.
A system of operation
Branding involves a system of how you would operate. This starts from the time a customer calls until the time the transaction is concluded. A branding exercise would involve examining how your staff greet your customers, what information you want to obtain from them and the way you go about obtaining that information.
It also involves how you would treat a customer even if he does not buy your product today. A system of how and when and the frequency of following up with customers is of paramount importance for customer retention. Communication modes are also important for follow-ups.
Implementing systems, be it technological systems or training systems, to achieve the goal of brand recognition is a continuous process. Branding also means examining the culture of business operations, the ethical standards and even, how customer complaints are handled. Branding should encompass your true identity and what you stand for.
Success
A successful branding exercise needs to be recognised by all its stakeholders, both internal and external, your peers in the industry and the business community in general.
Yesterday, Reapfield was awarded the Superbrand status as a result of achieving the number one ranking in the consumer survey conducted by The Nielsen Company in February this year. This is the first such award presented to a real estate agency in Malaysia and attests to the success of a branding exercise.
When the Malaysian Institute of Estate Agents (MIEA) conferred Reapfield with the title of “Real Estate Agency of the Year” earlier this year, it meant that peers in the property industry recognised the company’s contribution to the real estate fraternity.
When the SMI (small and medium-scale industry) business community gave Reapfield the Brand Excellence award recently, it reflected that the Reapfield brand was now widely recognised for just that, excellence.
Article contributed by Reapfield Properties senior vice-president Gerard Kho.
Dealing with differences
The Internet and faster modes of travel have made the world a global village. Now it is possible to communicate beyond boundaries at the click of a button.
Video-conferencing, short messaging services and e-mail have created an environment where information is transferred almost immediately.
We are now in a new realm of human endeavour and existence. From the comfort of your office or home, you have the ability to talk to someone in the far-reaching corners of the world.
Many companies and organisations are now welcoming foreign talent to join them and contribute towards the achievement of their goals.
When you work in such a culturally diverse environment, it is sometimes easy to forget that the people you are communicating with have different perspectives and perceptions from yours.
Therefore, it is important that you develop a level of cultural intelligence to learn how you can engage positively with people from different cultures.
When educational pioneer Howard Gardner wrote his defining book Multiple Intelligence in the 1970s, he identified seven basic intelligences that humans have.
However, he did not discount the fact that there may be other forms of intelligence as well which are yet to be discovered. In this context, cultural intelligence is an apt addition to the list.
Developing and enhancing your cultural intelligence will make you more sensitive and empathetic to people of different cultures whom you may have to work with.
As deaf and blind American author, activist and lecturer Helen Keller puts it: “The highest result of education is tolerance.”
Developing your cultural intelligence will also exponentially improve your level of tolerance to differences through higher understanding.
You can boost your cultural intelligence by developing the following qualities:
OVERCOME STEREOTYPES
It is a natural human process to stereotype people into different categories.
Although stereotyping sometimes allows you to have a general profile of a person, it can lead to assumptions that are unjustified and damaging.
People from different cultures have their own set of beliefs and practices that might conflict with your own.
The best thing to do is try to find out more about such beliefs and practices to understand why some people think or act the way they do. Learn to judge a person on his merits rather than from a cultural perspective.
BE TOLERANT
Develop a sense of awareness and acceptance of the habits and practices of people from other cultures.
Remember that your attitude towards a person from a different culture will also determine how that person perceives you.
INCREASE KNOWLEDGE
You learn new skills related to your job, and cultivate soft skills like communication and emotional intelligence.
You should make some attempt to learn about different cultures as well. This is easier than ever today, as a wealth of information is available at a click of the mouse.
The Internet is an amazing knowledge database. Use it to learn about some of the cultural behaviours of the different kinds of people that you work with. You will pick up some interesting points that might be very useful to you as you grow in cultural intelligence and sensitivity.
FIND COMMON GROUND
Although there are some cultures that may seem very diverse and totally different from your own, remember that as humans, we share some basic needs and aspirations.
Finding such common ground helps you to have a better understanding of the other person as well as to break down barriers in communication.
Talk to your colleagues from other cultures to get to know them better, and encourage them to talk to you.
Refrain from being judgmental in your assessment of some of their practices and values, as this will create psychological barriers to effective integration.
SHARE FOOD
Food is at the core of a culture and is therefore a great way of finding out more about someone from another country. Every culture has its unique dishes and delicacies.
If you are living in a cultural melting pot, try a dish that is foreign to you. You might enjoy the experience and make new friends in the process.
Ultimately, developing cultural intelligence is all about attitude. It is an opportunity to leave your narrow-mindedness behind and engage positively with others who are not like you.
What a dull world it would be if everyone were the same. If you can do this successfully, both you and the other person will be enriched by the experience.
As English cleric and author Robert South said: “Problems can become opportunities when the right people come together.”
Article by Daniel Theyagu, who runs Lateral Solutions Consultancy and is an adjunct trainer with Nanyang Technological University–Centre for Continuing Education.
Video-conferencing, short messaging services and e-mail have created an environment where information is transferred almost immediately.
We are now in a new realm of human endeavour and existence. From the comfort of your office or home, you have the ability to talk to someone in the far-reaching corners of the world.
Many companies and organisations are now welcoming foreign talent to join them and contribute towards the achievement of their goals.
When you work in such a culturally diverse environment, it is sometimes easy to forget that the people you are communicating with have different perspectives and perceptions from yours.
Therefore, it is important that you develop a level of cultural intelligence to learn how you can engage positively with people from different cultures.
When educational pioneer Howard Gardner wrote his defining book Multiple Intelligence in the 1970s, he identified seven basic intelligences that humans have.
However, he did not discount the fact that there may be other forms of intelligence as well which are yet to be discovered. In this context, cultural intelligence is an apt addition to the list.
Developing and enhancing your cultural intelligence will make you more sensitive and empathetic to people of different cultures whom you may have to work with.
As deaf and blind American author, activist and lecturer Helen Keller puts it: “The highest result of education is tolerance.”
Developing your cultural intelligence will also exponentially improve your level of tolerance to differences through higher understanding.
You can boost your cultural intelligence by developing the following qualities:
OVERCOME STEREOTYPES
It is a natural human process to stereotype people into different categories.
Although stereotyping sometimes allows you to have a general profile of a person, it can lead to assumptions that are unjustified and damaging.
People from different cultures have their own set of beliefs and practices that might conflict with your own.
The best thing to do is try to find out more about such beliefs and practices to understand why some people think or act the way they do. Learn to judge a person on his merits rather than from a cultural perspective.
BE TOLERANT
Develop a sense of awareness and acceptance of the habits and practices of people from other cultures.
Remember that your attitude towards a person from a different culture will also determine how that person perceives you.
INCREASE KNOWLEDGE
You learn new skills related to your job, and cultivate soft skills like communication and emotional intelligence.
You should make some attempt to learn about different cultures as well. This is easier than ever today, as a wealth of information is available at a click of the mouse.
The Internet is an amazing knowledge database. Use it to learn about some of the cultural behaviours of the different kinds of people that you work with. You will pick up some interesting points that might be very useful to you as you grow in cultural intelligence and sensitivity.
FIND COMMON GROUND
Although there are some cultures that may seem very diverse and totally different from your own, remember that as humans, we share some basic needs and aspirations.
Finding such common ground helps you to have a better understanding of the other person as well as to break down barriers in communication.
Talk to your colleagues from other cultures to get to know them better, and encourage them to talk to you.
Refrain from being judgmental in your assessment of some of their practices and values, as this will create psychological barriers to effective integration.
SHARE FOOD
Food is at the core of a culture and is therefore a great way of finding out more about someone from another country. Every culture has its unique dishes and delicacies.
If you are living in a cultural melting pot, try a dish that is foreign to you. You might enjoy the experience and make new friends in the process.
Ultimately, developing cultural intelligence is all about attitude. It is an opportunity to leave your narrow-mindedness behind and engage positively with others who are not like you.
What a dull world it would be if everyone were the same. If you can do this successfully, both you and the other person will be enriched by the experience.
As English cleric and author Robert South said: “Problems can become opportunities when the right people come together.”
Article by Daniel Theyagu, who runs Lateral Solutions Consultancy and is an adjunct trainer with Nanyang Technological University–Centre for Continuing Education.
Show your enthusiasm
ENTHUSIASM in the workplace can propel your business towards success. Motivated employees work harder, and they even come up with ideas to improve the product or service.
Motivated and enthusiastic individuals are the best employees to have. However, they are a rare breed. Most employees want to do a good job but feel underappreciated.
Generally, bad management is blamed for unmotivated workers, but often, good management can still provide unenthusiastic workers. So, what is the secret?
If your employees are not motivated or enthusiastic, then it is time to make a difference. Perk up your workforce by expressing enthusiasm, gratitude and happiness.
MAKING CHANGES
You can direct your feelings and outlook on life — your brain tells the body how to feel and it acts accordingly.
Author and small business expert Don Doman talked about how expectations can change the outcome of future events in Out of Work? Get Into Business!
He wrote: “If you are working on a proposal for a client, imagine that client is ecstatic about your proposal. Visualise all of the positive aspects of your presentation. Then work on your successful proposal.”
If you tell yourself that you are going to be successful, you will begin to believe it. Positive expectations drive us forward.
It’s the same with your employees. You need to perceive them as successful and they need to see that you are aware of their achievements and success. Successful workers are motivated and enthusiastic about their jobs.
Here are six ways to motivate underenthusiastic workers:
1 GIVE POSITIVE FEEDBACK
If you see your employee doing a good job, praise him or her right there and then. Don’t wait till tomorrow or the following week. If you tell someone he is doing a good job, he will not forget it.
2 EXPRESS YOURSELF
Everyone has feelings. Show yours. If your staff is doing a great job, then shouldn’t you be excited or proud? Let these positive emotions show on your face. Share your enthusiastic feelings. Doing so will boost your employees’ morale and encourage them to feel the same way.
3 RECOGNISE EXCELLENCE
Accolades should always be given out in the presence of others. This way, others can join in to celebrate the teammate’s achievement.
Recognition can be in various forms. A pat on the back, a kind word, a certificate to hang on the wall or a trophy to put on the mantel — all these build enthusiasm.
4 BUILD TRUST
Nothing builds enthusiasm like trust. When you give someone a task to accomplish, it shows that you believe in them. You do not even have to make encouraging statements. The entrusting of the task alone speaks volumes.
5 SPREAD THE WORD
Think of new ways to show trust and enthusiasm. Tell others about the great job being done by a colleague.
For instance, you can send a postcard, mention names and achievements during conversations, meetings or in the company newsletters. Find ways to spread the word and encourage motivation, enthusiasm and appreciation for a job well done.
As you start encouraging others, you will also notice a change in yourself. You will become more enthusiastic and motivated. Your clients, co-workers and your family will also notice the difference in you.
It is worthwhile to be motivated in work and in life. When fuelled with enthusiasm, your business engine will be powered up for a more successful run.
— Source: Straits Times/Asia News Network
Article by Justin Tyme, an Internet reporter who writes for small business and business training companies.
Motivated and enthusiastic individuals are the best employees to have. However, they are a rare breed. Most employees want to do a good job but feel underappreciated.
Generally, bad management is blamed for unmotivated workers, but often, good management can still provide unenthusiastic workers. So, what is the secret?
If your employees are not motivated or enthusiastic, then it is time to make a difference. Perk up your workforce by expressing enthusiasm, gratitude and happiness.
MAKING CHANGES
You can direct your feelings and outlook on life — your brain tells the body how to feel and it acts accordingly.
Author and small business expert Don Doman talked about how expectations can change the outcome of future events in Out of Work? Get Into Business!
He wrote: “If you are working on a proposal for a client, imagine that client is ecstatic about your proposal. Visualise all of the positive aspects of your presentation. Then work on your successful proposal.”
If you tell yourself that you are going to be successful, you will begin to believe it. Positive expectations drive us forward.
It’s the same with your employees. You need to perceive them as successful and they need to see that you are aware of their achievements and success. Successful workers are motivated and enthusiastic about their jobs.
Here are six ways to motivate underenthusiastic workers:
1 GIVE POSITIVE FEEDBACK
If you see your employee doing a good job, praise him or her right there and then. Don’t wait till tomorrow or the following week. If you tell someone he is doing a good job, he will not forget it.
2 EXPRESS YOURSELF
Everyone has feelings. Show yours. If your staff is doing a great job, then shouldn’t you be excited or proud? Let these positive emotions show on your face. Share your enthusiastic feelings. Doing so will boost your employees’ morale and encourage them to feel the same way.
3 RECOGNISE EXCELLENCE
Accolades should always be given out in the presence of others. This way, others can join in to celebrate the teammate’s achievement.
Recognition can be in various forms. A pat on the back, a kind word, a certificate to hang on the wall or a trophy to put on the mantel — all these build enthusiasm.
4 BUILD TRUST
Nothing builds enthusiasm like trust. When you give someone a task to accomplish, it shows that you believe in them. You do not even have to make encouraging statements. The entrusting of the task alone speaks volumes.
5 SPREAD THE WORD
Think of new ways to show trust and enthusiasm. Tell others about the great job being done by a colleague.
For instance, you can send a postcard, mention names and achievements during conversations, meetings or in the company newsletters. Find ways to spread the word and encourage motivation, enthusiasm and appreciation for a job well done.
As you start encouraging others, you will also notice a change in yourself. You will become more enthusiastic and motivated. Your clients, co-workers and your family will also notice the difference in you.
It is worthwhile to be motivated in work and in life. When fuelled with enthusiasm, your business engine will be powered up for a more successful run.
— Source: Straits Times/Asia News Network
Article by Justin Tyme, an Internet reporter who writes for small business and business training companies.
Working with different personality types
The office is a melting pot of individual motivation, preference and attitude. No worker is an island so understanding your personality and those around you is essential for getting the job done.
It is rare that you can choose the people you work with or for, so understanding the personalities in your sphere of influence and adapting your own approach can mean the difference between winning over colleagues and clients or hitting roadblocks.
Businesses who discount the importance of personalities do so at their own peril. It’s not uncommon to see boardrooms bringing entire companies to a complete standstill because members of the team cannot work with each other.
Personality grouping is now gaining such prominence that many businesses are basing entire business models and organisational charts around the outcomes of employee and client psyche-testing.
For the average worker, the impact of personality differences may not have the same reverberations, but should be addressed in the same way. The key to a smoother working life is understanding what makes you and your colleagues tick and finding a manageable balance.
There are those in the office who seek self-glory. They blatantly and shamelessly communicate their successes in front of the entire team including management. If possible they will also steal your successes and claim them as their own.
To ensure you receive the kudos you deserve, manage how your contribution to the project is communicated, being careful with how you deliver the message so you are not also seen as ‘blowing your own trumpet.’ This can be done by sending an email to provide everyone with a ‘heads up’ on the progress of a project and inviting people to come to you with any questions. Doing this reminds people that you are the owner of the project and the main driver.
CONTROL FREAKS
Control freaks are micromanagers who cannot let go of work and find it hard to trust the delegation of work to others. The best way to counter this is to gain their confidence and respect. This can be achieved by being pro-active and chasing them for completed work, being rigid with deadlines and ‘managing up’. Make sure you document all pieces of work and ensure there is a clear allocation of duties. After every meeting or conversation, regardless of how casual it is, send an email to confirm who is responsible for what.
Complainers walk around the office with drooped shoulders and dragging their feet. Every request for work is a major effort. Quite often they will feel hard done by and believe they have been assigned the bulk of the work. Whether you are a colleague on the same level or a manager, you need to take a strategic approach when dealing with a complainer. Try to remove emotion when liaising with them and keep your temper well under control. Investigate whether there is any merit in what they are saying. If not, talk to them in private and explain the scope of the project. Once they understand that everyone is under the same pressure, they may reverse or reduce their feelings of being victimised.
Enthusiasts can be great at bringing innovative ideas to the table and their energy can spread to other members of the team. However, they also need to be managed otherwise, they may leap at a new idea without paying necessary attention to details. Enthusiasts may also start with a full head of steam but will lose interest in the minutiae, resulting in an incomplete project.
‘OFFICE FRIEND’
The ‘office friend’ is someone who needs to be the ‘nice person’ and wants to get along with everyone. They are big on building relationships but find it hard to push back on work or disagree with a decision they think is wrong. They are often more eager to appease others than speak their own mind, which can be to the detriment of the team or project at hand.
They are often people who struggle to say “no” during a negotiation. The best approach to take with the ‘office friend’ is to explain that they will receive more respect from team members in the long run by actually providing valuable feedback rather than agreeing for the sake of it.
For an effective team, there needs to be a mixture of personalities. While it is important to know the personalities of those around you, this knowledge is useless unless you know your own. This is a challenging first step but with some honest self-analysis, it will go a long way to helping you build your relationships with key colleagues and clients. Being aware of your own personality and others will help you balance those that may be creating difficulties to fulfil their own objectives and the goals of the organisation.
Article contributed by Mastura Diana Jaffar, managing director of DBM Malaysia, which offers human resources solutions.
It is rare that you can choose the people you work with or for, so understanding the personalities in your sphere of influence and adapting your own approach can mean the difference between winning over colleagues and clients or hitting roadblocks.
Businesses who discount the importance of personalities do so at their own peril. It’s not uncommon to see boardrooms bringing entire companies to a complete standstill because members of the team cannot work with each other.
Personality grouping is now gaining such prominence that many businesses are basing entire business models and organisational charts around the outcomes of employee and client psyche-testing.
For the average worker, the impact of personality differences may not have the same reverberations, but should be addressed in the same way. The key to a smoother working life is understanding what makes you and your colleagues tick and finding a manageable balance.
There are those in the office who seek self-glory. They blatantly and shamelessly communicate their successes in front of the entire team including management. If possible they will also steal your successes and claim them as their own.
To ensure you receive the kudos you deserve, manage how your contribution to the project is communicated, being careful with how you deliver the message so you are not also seen as ‘blowing your own trumpet.’ This can be done by sending an email to provide everyone with a ‘heads up’ on the progress of a project and inviting people to come to you with any questions. Doing this reminds people that you are the owner of the project and the main driver.
CONTROL FREAKS
Control freaks are micromanagers who cannot let go of work and find it hard to trust the delegation of work to others. The best way to counter this is to gain their confidence and respect. This can be achieved by being pro-active and chasing them for completed work, being rigid with deadlines and ‘managing up’. Make sure you document all pieces of work and ensure there is a clear allocation of duties. After every meeting or conversation, regardless of how casual it is, send an email to confirm who is responsible for what.
Complainers walk around the office with drooped shoulders and dragging their feet. Every request for work is a major effort. Quite often they will feel hard done by and believe they have been assigned the bulk of the work. Whether you are a colleague on the same level or a manager, you need to take a strategic approach when dealing with a complainer. Try to remove emotion when liaising with them and keep your temper well under control. Investigate whether there is any merit in what they are saying. If not, talk to them in private and explain the scope of the project. Once they understand that everyone is under the same pressure, they may reverse or reduce their feelings of being victimised.
Enthusiasts can be great at bringing innovative ideas to the table and their energy can spread to other members of the team. However, they also need to be managed otherwise, they may leap at a new idea without paying necessary attention to details. Enthusiasts may also start with a full head of steam but will lose interest in the minutiae, resulting in an incomplete project.
‘OFFICE FRIEND’
The ‘office friend’ is someone who needs to be the ‘nice person’ and wants to get along with everyone. They are big on building relationships but find it hard to push back on work or disagree with a decision they think is wrong. They are often more eager to appease others than speak their own mind, which can be to the detriment of the team or project at hand.
They are often people who struggle to say “no” during a negotiation. The best approach to take with the ‘office friend’ is to explain that they will receive more respect from team members in the long run by actually providing valuable feedback rather than agreeing for the sake of it.
For an effective team, there needs to be a mixture of personalities. While it is important to know the personalities of those around you, this knowledge is useless unless you know your own. This is a challenging first step but with some honest self-analysis, it will go a long way to helping you build your relationships with key colleagues and clients. Being aware of your own personality and others will help you balance those that may be creating difficulties to fulfil their own objectives and the goals of the organisation.
Article contributed by Mastura Diana Jaffar, managing director of DBM Malaysia, which offers human resources solutions.
Focus on outcomes
SUCCESSFUL business ow-ners and managers need to be very clear about what outcomes they want.
Whether you call them goals, objectives or targets, these are the factors that you are ultimately judged on.
Outcomes determine whether your business is a success or a failure.
If you are an employed manager, you will find them in your job description or contract. And I am sure your boss will concentrate on them at your next performance review.
Outcomes are what you are paid to achieve.
Don’t be distracted
Many businessowners and managers allow themselves to be distracted and diverted from their outcomes. They get involved in all sorts of situations that take their “eye off the ball”.
I regularly run a workshop for managers called “Managing Your Priorities”.
At the start of the workshop, I ask the managers to draw a map on a large sheet of flipchart paper of all the things they do in their job.
They almost inevitably fill that page with all sorts of tasks and activities.
I then ask them to identify and mark with a large cross their real priorities and the outcomes that they are ultimately judged on.
Out of all the tasks and activities on the page, they usually mark only five or six priorities and sometimes less.
What we do find, however, is that the priorities that they mark are not allocated the time they deserve on a day-to-day basis.
The managers will often blame their senior manager for many of the tasks that divert them from their priorities, which is perfectly fair.
However, there are many tasks that the managers take on because:
They don’t like to say “no”,
They don’t trust anyone else to
do it, or
They just “like” to do it
themselves.
I then spend time in the workshop showing the managers how to communicate with their senior manager and their other colleagues to minimise the number of tasks that do not contribute to their outcomes.
Many managers fall into the trap of believing that their boss will understand why they have not hit their target or quota.
They seem to think that because the senior manager has handed out all sorts of other tasks, then he will accept their failure to achieve their targets.
Well, let me tell you now — he won’t! The successful boss is very focused on outcomes and does not allow anyone or anything to divert him without good reason.
Help your team to focus
It is also important to focus on outcomes as far as your team members are concerned.
Sometimes, the people in your team will be only too happy to do other little jobs and tasks that you ask them to do.
I have had sales staff who say: “Oh, I’ll deliver that to the customer, it’s on my way.”
Customer service people will say: “I’ll go and talk to distribution or finance department about that.”
As their supervisor, you have to keep asking yourself the question: “Is what they’re doing helping me to achieve my outcomes?”
If the answer is “no”, then do not let them do it.
Make it clear to your team what the outcomes are and do not concern yourself too much about how they get there. Now, that does not mean that you encourage a salesman to get a sale at any cost.
Your people may not do a job the way you would do it, but that does not necessarily mean it is wrong.
I checked into a hotel recently, and as I signed the paperwork, the bubbly receptionist complimented me on my cologne. She asked what kind it was so that she might buy some for her boyfriend.
Now, I know this hotel chain, and this is not part of the welcome speech. I also know that some managers would discourage this level of familiarity between staff and customers.
But as a customer, I loved it — she certainly brightened my day. Her response was far better than some of the robotic greetings you get from most receptionists at major hotel chains.
This receptionist had made me a happy customer, and if I owned this hotel, that is an outcome I would want.
The successful manager defines the outcomes to the team and then lets each person find his way of getting there.
That does not mean you walk away or have no idea what is going on.
You need to be constantly out there with the team — watching, listening and supporting what they are doing.
However, do not control your team’s activities and get the members to do things the way you want them done because that is extremely stressful.
You might end up de-motivating the team, and then it will be much harder to achieve your outcomes.
I believe that two characteristics of successful business owners and managers are:
They get the job done, and
They do it in the easiest and least
stressful way.
Article by Alan Fairweather, an associate consultant with d’Oz International.
Whether you call them goals, objectives or targets, these are the factors that you are ultimately judged on.
Outcomes determine whether your business is a success or a failure.
If you are an employed manager, you will find them in your job description or contract. And I am sure your boss will concentrate on them at your next performance review.
Outcomes are what you are paid to achieve.
Don’t be distracted
Many businessowners and managers allow themselves to be distracted and diverted from their outcomes. They get involved in all sorts of situations that take their “eye off the ball”.
I regularly run a workshop for managers called “Managing Your Priorities”.
At the start of the workshop, I ask the managers to draw a map on a large sheet of flipchart paper of all the things they do in their job.
They almost inevitably fill that page with all sorts of tasks and activities.
I then ask them to identify and mark with a large cross their real priorities and the outcomes that they are ultimately judged on.
Out of all the tasks and activities on the page, they usually mark only five or six priorities and sometimes less.
What we do find, however, is that the priorities that they mark are not allocated the time they deserve on a day-to-day basis.
The managers will often blame their senior manager for many of the tasks that divert them from their priorities, which is perfectly fair.
However, there are many tasks that the managers take on because:
They don’t like to say “no”,
They don’t trust anyone else to
do it, or
They just “like” to do it
themselves.
I then spend time in the workshop showing the managers how to communicate with their senior manager and their other colleagues to minimise the number of tasks that do not contribute to their outcomes.
Many managers fall into the trap of believing that their boss will understand why they have not hit their target or quota.
They seem to think that because the senior manager has handed out all sorts of other tasks, then he will accept their failure to achieve their targets.
Well, let me tell you now — he won’t! The successful boss is very focused on outcomes and does not allow anyone or anything to divert him without good reason.
Help your team to focus
It is also important to focus on outcomes as far as your team members are concerned.
Sometimes, the people in your team will be only too happy to do other little jobs and tasks that you ask them to do.
I have had sales staff who say: “Oh, I’ll deliver that to the customer, it’s on my way.”
Customer service people will say: “I’ll go and talk to distribution or finance department about that.”
As their supervisor, you have to keep asking yourself the question: “Is what they’re doing helping me to achieve my outcomes?”
If the answer is “no”, then do not let them do it.
Make it clear to your team what the outcomes are and do not concern yourself too much about how they get there. Now, that does not mean that you encourage a salesman to get a sale at any cost.
Your people may not do a job the way you would do it, but that does not necessarily mean it is wrong.
I checked into a hotel recently, and as I signed the paperwork, the bubbly receptionist complimented me on my cologne. She asked what kind it was so that she might buy some for her boyfriend.
Now, I know this hotel chain, and this is not part of the welcome speech. I also know that some managers would discourage this level of familiarity between staff and customers.
But as a customer, I loved it — she certainly brightened my day. Her response was far better than some of the robotic greetings you get from most receptionists at major hotel chains.
This receptionist had made me a happy customer, and if I owned this hotel, that is an outcome I would want.
The successful manager defines the outcomes to the team and then lets each person find his way of getting there.
That does not mean you walk away or have no idea what is going on.
You need to be constantly out there with the team — watching, listening and supporting what they are doing.
However, do not control your team’s activities and get the members to do things the way you want them done because that is extremely stressful.
You might end up de-motivating the team, and then it will be much harder to achieve your outcomes.
I believe that two characteristics of successful business owners and managers are:
They get the job done, and
They do it in the easiest and least
stressful way.
Article by Alan Fairweather, an associate consultant with d’Oz International.
Share your sorrows
ACOUPLE of years ago, I was having a bad time. Sales were down. Business was nonexistent. The wind had gone out of my sails. I had a sinking feeling, like I was going down for the third time . . . and I couldn’t even recall the first two.
Yet, each time someone asked me: “How’s business,” I would reply, “Good.” It is a natural reply to a rhetorical question. No one really expects an answer. No one wants to hear bad news, or so you would think.
Oneday,however,afriendaskedthe samequestionandI replied: “Horrible.” His response was: “You, too?” We then openly shared information about how we were coping, and what we thought the problem was. I left the conversation feeling much better.
A day or so later, I visited my supply store, where I have ordered video and photographic equipment for years. I looked around and asked: “Where’s Jorge?”
I was told Jorge didn’t work there any more. I was shocked. So, my next question was: “Who took his place?” The response was even more revealing: “You can’t replace a Jorge.”
Business was down so badly that they had let go one of their best employees. He was a business resource with a vast knowledge of photography and equipment. This did not make me feel better. It was actually a little frightening, but it was interesting information.
A short time later, a really good friend of mine asked the “How’s business” question and I thought I recognised a forlorn look in his eye. I replied, with candour and his next statement said it all: “This is the worst month we’ve ever had . . . andwe keep records.”
The next month, business improved for me, and for my fellow entrepreneurs. It is strange, but I think it was the sharing of the bad news that gaveme the strength to continue. By finding out that others were having as tough a time as I was proved that it was not just my business that was in trouble.
The business gods were not out to make an example of me. It meant to me there were possibilities of improvement. I had hope. I felt encouraged.
When people ask a rhetorical question, it might have more meaning that a simple greeting. Think before you answer. You may find that others are in the same boat. The boat may not be sinking, but merely taking on a little water.
Article by Don Doman, a published author, video producer and corporate trainer
Yet, each time someone asked me: “How’s business,” I would reply, “Good.” It is a natural reply to a rhetorical question. No one really expects an answer. No one wants to hear bad news, or so you would think.
Oneday,however,afriendaskedthe samequestionandI replied: “Horrible.” His response was: “You, too?” We then openly shared information about how we were coping, and what we thought the problem was. I left the conversation feeling much better.
A day or so later, I visited my supply store, where I have ordered video and photographic equipment for years. I looked around and asked: “Where’s Jorge?”
I was told Jorge didn’t work there any more. I was shocked. So, my next question was: “Who took his place?” The response was even more revealing: “You can’t replace a Jorge.”
Business was down so badly that they had let go one of their best employees. He was a business resource with a vast knowledge of photography and equipment. This did not make me feel better. It was actually a little frightening, but it was interesting information.
A short time later, a really good friend of mine asked the “How’s business” question and I thought I recognised a forlorn look in his eye. I replied, with candour and his next statement said it all: “This is the worst month we’ve ever had . . . andwe keep records.”
The next month, business improved for me, and for my fellow entrepreneurs. It is strange, but I think it was the sharing of the bad news that gaveme the strength to continue. By finding out that others were having as tough a time as I was proved that it was not just my business that was in trouble.
The business gods were not out to make an example of me. It meant to me there were possibilities of improvement. I had hope. I felt encouraged.
When people ask a rhetorical question, it might have more meaning that a simple greeting. Think before you answer. You may find that others are in the same boat. The boat may not be sinking, but merely taking on a little water.
Article by Don Doman, a published author, video producer and corporate trainer
Put off that job hunt
Studies have shown that losing your job is the third biggest loss you can suffer, after the death of someone close to you and divorce.
It is wise, then, to give yourself time to heal. If you begin immediately to job hunt after being retrenched, your emotional reaction to having been laid off will leach into your conversations with contacts and any interviews you undertake.
Before starting your job search, “take 20” — 20 days, that is — to get ready for your career change.
You may have been to a fine restaurant where you were offered a sorbet between courses to “cleanse your palate”. Your “Take 20 Programme” will act as a sorbet between your last job and your new one.
Research indicates that people who “take 20” get better jobs faster — when they do start to job hunt. So, by taking a break, you will actually be energising your job hunt, not jeopardising it.
Take 20 Programme
Here is a list of the things you have to do:
■ Involve your loved ones
Your significant other(s) may be very worried. Explain that you are taking a break and what the “Take 20 Programme” is all about. Invite them to join you in some of the activities.
■ Sleep and nap
Most people are sleep deprived. Now is the time to catch up.
■ Eat healthily
Before you were laid off, you were worried about your job and it was easy to fall into bad habits — snacking, eating on the go or buying fast food when you were too tired to cook. Now, you can slow down. Sit at the table with your family for meals and turn the television set off.
■ Exercise
Walking for an hour a day will release the endorphins that brighten your mood. Find a buddy or join a class. If you have an appointment, you will be less likely to give it a miss.
■ Get some sun
Target getting an hour of sunlight (wear sunblock, of course) every day. Catching the rays is another way to feel more upbeat.
■ Manage your emotions
Understand that you will be going through a predictable emotional journey. Your “take 20 programme” will help you move more quickly through these tough reactions.
Here is what you can expect to feel when you are laid off:
Relief: The worrying is over. Now you know.
Shock: You may feel numb.
Denial: You can’t believe it. You think: “It’s all a mistake.”
Anger: You ask: “How can they do this to me?”
Bargaining: You think of all the steps you might have taken to avoid being laid off. You fantasise about what you could do to be re-hired.
Guilt: You ask yourself: “Why me?” You blame yourself.
Depression: You hit bottom.
Grief: You mourn, you cry. You realise it is really over.
Acceptance: You begin to reemerge. You re-focus and begin to imagine what your new life will be like.
■ Keep a journal
In it, write for at least 20 minutes a day. Don’t use your journal to make plans. Jettison all the negative stuff in your head — all the “Why didn’t I”, “Wish I had”, “Why me?” and “How could they?” thoughts. Nobody will see your journal, so let all the anger and bitterness out on paper.
■ Re-schedule
When you are talking with friends or contacts and they want to talk about your job hunt, tell them about your Take 20 Programme.
Say: “I’m taking a break right now. Let’s plan a time to get together later (after your 20 days are over). At that point, I’m looking forward to getting your advice and your help.”
■ Make a loss list
Write down everything you lost when you lost your job. What will you miss about it? After you are done, rank those things. What are the most important?
For example, if you wrote “Most of my friends”, you can see that you need to reach out to find friends who are not in your workplace. Your list will help you set priorities.
■ Have fun
Jot down 20 things you have never done — and want to do — and do one every day.
Here are some items from some “Take 20” participants’ lists: sign up for flying lessons, bake bread, read an entire novel in one day, plant flowers, see a play, get a massage, clean out closets, visit the zoo, get a makeover at the spa, write a letter (not an e-mail) to someone you care about, go hiking at a nearby park.
With these activities, you jolt yourself out of your comfort zone, re-energise and rejuvenate.
Burn your woes
At the end of your Take 20 Programme, burn your journal. That is the end of the pity party and looking backward.
Now you are ready to launch your new job search.
Article by Anne Baber and Lynne Waymon, authors of Make Your Contacts Count and How to Fireproof Your Career: Survival Strategies for Volatile Times.
It is wise, then, to give yourself time to heal. If you begin immediately to job hunt after being retrenched, your emotional reaction to having been laid off will leach into your conversations with contacts and any interviews you undertake.
Before starting your job search, “take 20” — 20 days, that is — to get ready for your career change.
You may have been to a fine restaurant where you were offered a sorbet between courses to “cleanse your palate”. Your “Take 20 Programme” will act as a sorbet between your last job and your new one.
Research indicates that people who “take 20” get better jobs faster — when they do start to job hunt. So, by taking a break, you will actually be energising your job hunt, not jeopardising it.
Take 20 Programme
Here is a list of the things you have to do:
■ Involve your loved ones
Your significant other(s) may be very worried. Explain that you are taking a break and what the “Take 20 Programme” is all about. Invite them to join you in some of the activities.
■ Sleep and nap
Most people are sleep deprived. Now is the time to catch up.
■ Eat healthily
Before you were laid off, you were worried about your job and it was easy to fall into bad habits — snacking, eating on the go or buying fast food when you were too tired to cook. Now, you can slow down. Sit at the table with your family for meals and turn the television set off.
■ Exercise
Walking for an hour a day will release the endorphins that brighten your mood. Find a buddy or join a class. If you have an appointment, you will be less likely to give it a miss.
■ Get some sun
Target getting an hour of sunlight (wear sunblock, of course) every day. Catching the rays is another way to feel more upbeat.
■ Manage your emotions
Understand that you will be going through a predictable emotional journey. Your “take 20 programme” will help you move more quickly through these tough reactions.
Here is what you can expect to feel when you are laid off:
Relief: The worrying is over. Now you know.
Shock: You may feel numb.
Denial: You can’t believe it. You think: “It’s all a mistake.”
Anger: You ask: “How can they do this to me?”
Bargaining: You think of all the steps you might have taken to avoid being laid off. You fantasise about what you could do to be re-hired.
Guilt: You ask yourself: “Why me?” You blame yourself.
Depression: You hit bottom.
Grief: You mourn, you cry. You realise it is really over.
Acceptance: You begin to reemerge. You re-focus and begin to imagine what your new life will be like.
■ Keep a journal
In it, write for at least 20 minutes a day. Don’t use your journal to make plans. Jettison all the negative stuff in your head — all the “Why didn’t I”, “Wish I had”, “Why me?” and “How could they?” thoughts. Nobody will see your journal, so let all the anger and bitterness out on paper.
■ Re-schedule
When you are talking with friends or contacts and they want to talk about your job hunt, tell them about your Take 20 Programme.
Say: “I’m taking a break right now. Let’s plan a time to get together later (after your 20 days are over). At that point, I’m looking forward to getting your advice and your help.”
■ Make a loss list
Write down everything you lost when you lost your job. What will you miss about it? After you are done, rank those things. What are the most important?
For example, if you wrote “Most of my friends”, you can see that you need to reach out to find friends who are not in your workplace. Your list will help you set priorities.
■ Have fun
Jot down 20 things you have never done — and want to do — and do one every day.
Here are some items from some “Take 20” participants’ lists: sign up for flying lessons, bake bread, read an entire novel in one day, plant flowers, see a play, get a massage, clean out closets, visit the zoo, get a makeover at the spa, write a letter (not an e-mail) to someone you care about, go hiking at a nearby park.
With these activities, you jolt yourself out of your comfort zone, re-energise and rejuvenate.
Burn your woes
At the end of your Take 20 Programme, burn your journal. That is the end of the pity party and looking backward.
Now you are ready to launch your new job search.
Article by Anne Baber and Lynne Waymon, authors of Make Your Contacts Count and How to Fireproof Your Career: Survival Strategies for Volatile Times.
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