When environment is hostile , many animals go into hibernation. Their heartbeat , respiration rate and temperature drop drastically. They seem to ‘sleep’ through hard times. When caught in a strong ocean current , a seahorse drifts gracefully with it until it passes by an underwater plant. It then uses its tail; to cling on the plant until the current passes by.
Let ends be worthy of your toil or you toil in vain. When the going gets tough , don’t just get going. Pause , think and asses s the situation sensibly. Evaluate the options available .
Withdraw into a cocoon when an unannounced storm in your life appears , and thus remain until it passes by. Flow with the situation while not losing touch with your roots. Gigantic trees are uprooted in a typhoon but smaller plants bend with the wind and live on.
Use the periods of lull in life to retrospect and plan.Retrospect on the path you have thus far trodden and put into perspective the path ahead.
Friday, November 14, 2008
7th Sense
The bald eagle has a life span of 50 years .When it reaches 40,its beak and claws begin to bend .The curvatures prevent it from catching prey. Its weight increases because it can no longer pluck excess feathers off its body. Flying itself becomes agonizingly difficult. The majestic eagle is thus rendered distressingly helpless and feeble at prime of its life. Then something incredible happens . The eagle dashes itself against rocks until the beak breaks off . it then retires into solitude. For three months the eagle survives without food or flight.Three months later , a new and sharp beak grows back.The eagle then pulls out excess feathers on its body and trims its claws.It soars the skies again and begins a new phase of life in all its majesty.
When weighed down and alone in life, never look up and lament ‘O destiny you have given me the vast sky but taken away my wings with which to fly”.Look into the sky instead and think of the eagle that scripted its own destiny. The process of renewal may take time and may be painful , but when it is done , you will begin life anew in all its splendor . Thus you shall be reborn to triumph.
When weighed down and alone in life, never look up and lament ‘O destiny you have given me the vast sky but taken away my wings with which to fly”.Look into the sky instead and think of the eagle that scripted its own destiny. The process of renewal may take time and may be painful , but when it is done , you will begin life anew in all its splendor . Thus you shall be reborn to triumph.
7th Sense
Camouflage and disguise are amazing displays in a world of predator and prey.
Be in receptive harmony with people and events occurring around you .Blend in with your environment and try not to look like a person apart from it even if in fact you really are.Trying to be different may not always make you a trendsetter . On contrary , you may be branded as a deviant and a misfit , especially by those who see in you a threat.
Interest others with your uniqueness if you must , but not to the point of intimidating them.Apear ordinary and conserve your distinctive skills and assets to be deployed at the right time and place.That’s the mark of extraordinary survivors and winners
Be in receptive harmony with people and events occurring around you .Blend in with your environment and try not to look like a person apart from it even if in fact you really are.Trying to be different may not always make you a trendsetter . On contrary , you may be branded as a deviant and a misfit , especially by those who see in you a threat.
Interest others with your uniqueness if you must , but not to the point of intimidating them.Apear ordinary and conserve your distinctive skills and assets to be deployed at the right time and place.That’s the mark of extraordinary survivors and winners
WEEPING BUILDINGS
Couped up in an office building made of glass
Every wall a window, to the outside world
The world outside dancing, dancing in the rain
Trees washed green, under nature’s shower
Sitting by my table, facing the glass wall
I wonder why I am doing , what I am doing
Should I not be, there in the rain
amongst the dancing trees?
Here I am, inside a weeping building
The rain runs off glass cheeks like tears
What sorrow does the building house?
Or are these tears of joy and pride?
To make the sheets of glass stand proud and tall
Amidst the constant flow of traffic
Hundreds risked their lives,is it pain
Or is it pride they feel when the work is complete?
Every wall a window, to the outside world
The world outside dancing, dancing in the rain
Trees washed green, under nature’s shower
Sitting by my table, facing the glass wall
I wonder why I am doing , what I am doing
Should I not be, there in the rain
amongst the dancing trees?
Here I am, inside a weeping building
The rain runs off glass cheeks like tears
What sorrow does the building house?
Or are these tears of joy and pride?
To make the sheets of glass stand proud and tall
Amidst the constant flow of traffic
Hundreds risked their lives,is it pain
Or is it pride they feel when the work is complete?
Monday, November 10, 2008
The Field of the Future
The key to deeper levels of learning is that the larger living wholes of which we are an active part are not inherently static.Like all living systems , they both conserve features essential to their existence and seek to evolve. When we become more aware of of the dynamic whole, we also become more aware of what is emerging.
....
Entrepreneurial ability is an expression of the capacity to sense an emerging reality and to act in harmony with it.
...Every profound innovation is based on an inward bound journey , on going to a deeper place where knowing comes to the surface.
...
This inward bound journey lies at the heart of all creativity, whether in the arts , in business, or in science.Many scientistsand inventors, like artists and entrepreneurs, live in a paradoxical state of great confidence and profound humility - knowing their choices and actions matter and feeling guided by forces beyond their making.
Can living instituitions learn to tap into a larger field to guide them toward what is healthy for the whole?What understanding and capacity will this require of people individually and collectively?
Peter senge in Presence
....
Entrepreneurial ability is an expression of the capacity to sense an emerging reality and to act in harmony with it.
...Every profound innovation is based on an inward bound journey , on going to a deeper place where knowing comes to the surface.
...
This inward bound journey lies at the heart of all creativity, whether in the arts , in business, or in science.Many scientistsand inventors, like artists and entrepreneurs, live in a paradoxical state of great confidence and profound humility - knowing their choices and actions matter and feeling guided by forces beyond their making.
Can living instituitions learn to tap into a larger field to guide them toward what is healthy for the whole?What understanding and capacity will this require of people individually and collectively?
Peter senge in Presence
Presennce
All Learning integrates thinking and doing.In reactive learning , thinking is governed by established mental models and doing is governed by established habits of action.
deeper levels of learning create increasing awareness of the larger whole - both as it is and as it is evolving - and actions that increasingly become part of creating alternative futures
....
All learning integrates thinking and doing .All learning is about how we interact in the world and the types of capacities that develop from our interactions . What differs is the depth of the awareness and the consequent source of action.If awareness never reaches beyond superficial events and current circumstances, actions will be reactions.If on the other hand , we peneterate more deeply to see the larger wholes that generate "what is" and our own connection to this wholeness, the source and effectiveness of our actions can change dramatically.
Peter Senge
deeper levels of learning create increasing awareness of the larger whole - both as it is and as it is evolving - and actions that increasingly become part of creating alternative futures
....
All learning integrates thinking and doing .All learning is about how we interact in the world and the types of capacities that develop from our interactions . What differs is the depth of the awareness and the consequent source of action.If awareness never reaches beyond superficial events and current circumstances, actions will be reactions.If on the other hand , we peneterate more deeply to see the larger wholes that generate "what is" and our own connection to this wholeness, the source and effectiveness of our actions can change dramatically.
Peter Senge
Wednesday, November 5, 2008
Anguish
In The fifth discipline Peter Senge says "I believe that the prevailing system of management is at its core dedicated to mediocrity. It forces people to work harder and harder to compensate for failing to tap the spirit and collective intelligence that charachterises working together at their best"
Can anything be more meaningless. No I don't mean what Peter Senge is saying is meaningless !
What I am talking of is the prevailing system of Management . Being a HR professional I guess it is sacreligious to say this but i do think the culprits are so called HR Professionals. Our sense of identity comes from complicating the ordinary with complex processes: which gets outdated in a few years ,so to sustain ourselves we bottle it in a more complex shaped bottle and have have no qualms about the content being the same. First and forefost there was nothing wrong with the simple content so there is no reason to change it but if don't pretend there is a change we have not kept up with times ,the latest jargon in the latest book on the shelf!
Something as simple as goal setting and review, becomes Management by Objectives, becomes Key Performance Indicators, but some would swear by Key Result Areas, no thats not impressive enough it should be Balanced Score Card or else you are doomed !
That is not enough you have to rate me on a scale , put me into a 3X3 matrix , Leaders are put into a quandry, they have to get work out of people they have put into a "label" which is compulsory because there is a theoritical number in each category ,a forced percentage for each
cell in the matrix , there is a bellcurve to be fitted into. After all this is done the TEAM is expected to work as a TEAM ! Team Building workshops during the year and the year ends with your Bell Curves and Matrix ensures that there is discontent , and rumbling in the so called team .
To make matters worse we reward and give importance to RAPPORT BUILDING, COMMUNICATION ,MANAGERIAL STYLE ,INFLUENCING all very good skills , extremely useful in the corporate world , but have we ever thought what these skills mean in the absence of equally important attitudes and orientation like INTEGRITY,EQUITY& FAIRNESS,RESPECT FOR OTHERS ,EMPATHY ?
We need to give this a lot of thought.
If these highly valued skills are very low , though we may have the right orientation/attitude it makes us simple folks , we get taken advantage of and we are not effective though we may be good people.
If we neither have the skill nor the right orientation/attitude we are no better than a street bully.
The much greater concern is the large number of people populating organisations especially rising higher in the hierarchy on account of their exceptionally good skills that are so valued by the corporate sector despite the fact that they lack the essential right orientation/attitude.We fail to realise that they are just street bullies who have grown into being CORPORATE POLITICIANS!( they justify it by calling themselves STRATEGIC ! )
It is pathetic that we have to search for Leaders who have both the skills and the right orientation and attitude, they are far too few.
What then is Human Resource Development ? Of what worth are we HR professionals when we see this happening in our organisations but are impotent to do anything about it, worse still we are also in the same rat race , competeting to be the best corporate politician? Is that what STRATEGIC HR is all about?
Can anything be more meaningless. No I don't mean what Peter Senge is saying is meaningless !
What I am talking of is the prevailing system of Management . Being a HR professional I guess it is sacreligious to say this but i do think the culprits are so called HR Professionals. Our sense of identity comes from complicating the ordinary with complex processes: which gets outdated in a few years ,so to sustain ourselves we bottle it in a more complex shaped bottle and have have no qualms about the content being the same. First and forefost there was nothing wrong with the simple content so there is no reason to change it but if don't pretend there is a change we have not kept up with times ,the latest jargon in the latest book on the shelf!
Something as simple as goal setting and review, becomes Management by Objectives, becomes Key Performance Indicators, but some would swear by Key Result Areas, no thats not impressive enough it should be Balanced Score Card or else you are doomed !
That is not enough you have to rate me on a scale , put me into a 3X3 matrix , Leaders are put into a quandry, they have to get work out of people they have put into a "label" which is compulsory because there is a theoritical number in each category ,a forced percentage for each
cell in the matrix , there is a bellcurve to be fitted into. After all this is done the TEAM is expected to work as a TEAM ! Team Building workshops during the year and the year ends with your Bell Curves and Matrix ensures that there is discontent , and rumbling in the so called team .
To make matters worse we reward and give importance to RAPPORT BUILDING, COMMUNICATION ,MANAGERIAL STYLE ,INFLUENCING all very good skills , extremely useful in the corporate world , but have we ever thought what these skills mean in the absence of equally important attitudes and orientation like INTEGRITY,EQUITY& FAIRNESS,RESPECT FOR OTHERS ,EMPATHY ?
We need to give this a lot of thought.
If these highly valued skills are very low , though we may have the right orientation/attitude it makes us simple folks , we get taken advantage of and we are not effective though we may be good people.
If we neither have the skill nor the right orientation/attitude we are no better than a street bully.
The much greater concern is the large number of people populating organisations especially rising higher in the hierarchy on account of their exceptionally good skills that are so valued by the corporate sector despite the fact that they lack the essential right orientation/attitude.We fail to realise that they are just street bullies who have grown into being CORPORATE POLITICIANS!( they justify it by calling themselves STRATEGIC ! )
It is pathetic that we have to search for Leaders who have both the skills and the right orientation and attitude, they are far too few.
What then is Human Resource Development ? Of what worth are we HR professionals when we see this happening in our organisations but are impotent to do anything about it, worse still we are also in the same rat race , competeting to be the best corporate politician? Is that what STRATEGIC HR is all about?
Thursday, October 23, 2008
Learning Organisation
Learning organisations are possible because, deep down, we are all learners. No one has to teach an infant to learn.In fact no one has to teach infants anything. They are intrinsically inquisitive, masterful learnerswho learn to walk, speak, and pretty much run their households all on their own.Learning organisations are possible because not only is it in our nature to learn but we love to learn. Most of us at one time or another have been part of a great team, a group of people who functioned together in an extraordinary way - who trusted one another, who complemented one another's strengths and compensated for one another's limitations, who had common goals that were larger than individual goals, and who produced extraordinary results. I have met people who have experienced this sort of profound teamwork - in sports , or in performing arts, or in business.Many say that they have spent much of their life looking for that experience again.What they experienced was a learning organisation.The team that became great did not start off great - it learned how to produce extraordinary results.
DEATH
You would know the secret of death.
But how shall you find it unless you seek it in the heart of life?
The owl whose night bound eyes are blind unto the day cannot unveil the mystery of light.
If you would indeed behold the spirit of death , open your heart wide unto the body of life.
For life and death are one , even as the river and the sea are one.
.......
For what is it to die but to stand naked in the wind and to melt into the sun?
And what is it to cease breathing but to free the breath from its restless tides, that it may rise and expand and seek God unencumbered?
But how shall you find it unless you seek it in the heart of life?
The owl whose night bound eyes are blind unto the day cannot unveil the mystery of light.
If you would indeed behold the spirit of death , open your heart wide unto the body of life.
For life and death are one , even as the river and the sea are one.
.......
For what is it to die but to stand naked in the wind and to melt into the sun?
And what is it to cease breathing but to free the breath from its restless tides, that it may rise and expand and seek God unencumbered?
Wednesday, October 22, 2008
Reason and Passion
Your reason and your passion are your rudder and the sails of your seafaring soul.
If either your sails or your rudder be broken , you can but toss and drift, or else be held at a standstill in mid - seas.
For reason , ruling alone , is a force confining; and passion , unattended , is a flame that burns to its own destruction.
Therefoe , let your soul exalt your reason to the height of passion , that it may sing;
And let it direct your passionwith reason, that your passion may live through its own daily resurrection, and like the phoenix rise above its own ashes.
If either your sails or your rudder be broken , you can but toss and drift, or else be held at a standstill in mid - seas.
For reason , ruling alone , is a force confining; and passion , unattended , is a flame that burns to its own destruction.
Therefoe , let your soul exalt your reason to the height of passion , that it may sing;
And let it direct your passionwith reason, that your passion may live through its own daily resurrection, and like the phoenix rise above its own ashes.
Joy and Sorrow
Your joy is your sorrow unmasked.
And the selfsame well from which your laughter rises was oftentimes filled with your tears.
And how else can it be?
The deeper that sorrow carves into your being, the more joy you can contain.
Is not the cup that holds your wine the very cup that was burned in the potter's oven?
And the selfsame well from which your laughter rises was oftentimes filled with your tears.
And how else can it be?
The deeper that sorrow carves into your being, the more joy you can contain.
Is not the cup that holds your wine the very cup that was burned in the potter's oven?
GIVING
You often say ,"I would give but only to the deserving"
The trees in your ochard say not so, nor the flocks in your pasture.
They give that they may live, for to withhold is to perish.
Surely he who is worthy to recieve his days and his nights , is worthy of all else from you.
And he who has deserved to drink from the ocean of life deserves to fill his cup from your little stream.
.....
The trees in your ochard say not so, nor the flocks in your pasture.
They give that they may live, for to withhold is to perish.
Surely he who is worthy to recieve his days and his nights , is worthy of all else from you.
And he who has deserved to drink from the ocean of life deserves to fill his cup from your little stream.
.....
NOW
To have your attention in the Now is not a denial of what is needed in your life.It is recognising what is primary .then you can deal with what is secondary with great ease. It is not saying , "I'm not dealing with things anymore because there is only the Now". No. Find what is primary first and make the Now into your friend, not your enemy.Acknowledge it, honor it . When the Now is the foundation and primary focus of your life , then your life unfolds with ease.
This Moment
This one moment - Now - is the only thing you can never escape from, the one constant factor in your life.No matter what happens , no matter how much your life changes , one thing is certain ; it's always Now.
Since there is no excape from Now , why not welcome it, become friendly with it?
When you make friends with the present moment , you feel at home no matter where you are.When you don't feel at home in the Now , no matter where you go , you will carry unease with you.
Since there is no excape from Now , why not welcome it, become friendly with it?
When you make friends with the present moment , you feel at home no matter where you are.When you don't feel at home in the Now , no matter where you go , you will carry unease with you.
seeking
The egoic self is always engaged in seeking.It is seeking more of this or that to add to itself, to make itself feel more complete.This explains the ego's compulsive preoccupation with future.
Whenever you become aware of yourself "living for the next moment" you have already stepped out pf that egoic mind pattern , and the possibility of choosing to give your full attention to this moment arises simultaneously.
By giving your full attention to this moment, an intelligence far greater than the egoic mind enters your life.
Whenever you become aware of yourself "living for the next moment" you have already stepped out pf that egoic mind pattern , and the possibility of choosing to give your full attention to this moment arises simultaneously.
By giving your full attention to this moment, an intelligence far greater than the egoic mind enters your life.
Need to oppose
Built into the very stucture of the egoic self is a need to oppose , resist , and exclude to maintain the sense of seperateness on which its continued survival depends.So there is "me" against the "other" , "us" against "them".
The Egoic Self
In your dealings with people , can you detect subtle feelings of either superiority or inferiority toward them?You are looking at ego , which lives through comparison.
Envy is a by-product of the ego, which feels diminished if something good happens to someone else, or someone has more, knows more, or can do more than you. The ego's identity depends on comparison and feeds on more . It will grasp at anything, If all fails , you can strenghten your ficticious sense of self through seeing yourself as more unfairly treated by life or more ill than someone else.
What are the stories , the fiction from which you derive your sense of self?
Envy is a by-product of the ego, which feels diminished if something good happens to someone else, or someone has more, knows more, or can do more than you. The ego's identity depends on comparison and feeds on more . It will grasp at anything, If all fails , you can strenghten your ficticious sense of self through seeing yourself as more unfairly treated by life or more ill than someone else.
What are the stories , the fiction from which you derive your sense of self?
The Truth
The Truth is far more all - encompassing than the mind could ever comprehend. No thought can encapsulate the Truth. At best , it can point to it. For example , it can say " All things are intrinsically one" That is a pointer , not an explanation.Understanding these words means feeling deep within you the truth to which they point.
Beyond thinkinking mind
Artistic creation,sports,dance,teaching,counseling - mastery in any field of endeavor implies that the thinking mind is either no longer involved at all or at least is taking second place.A power and intelligence greater than you and yet one with you in essence takes over.There is no decision -making process anymore; spontaneous right action happens , and "you" are not doing it. Mastery of life is opposite of control.You become aligned with the greater consciousness. 'It' acts,speaks,does the works.
Spitritual awakening
Spiritual awakening is awakening from the dream of thought.
when you are immersed in compulsive thinking, you are avoiding what is.You don't want to be where you are. Here,Now.
when you are immersed in compulsive thinking, you are avoiding what is.You don't want to be where you are. Here,Now.
still alertness
When you become aware of silence ,immediately there is that state of inner still alertness. You are present. You have steppedout of thousands of years of collective human conditioning.
Look ar a tree , a flower, a plant.Let your awareness rest upon it.How still they are, how deeply rooted in Being.Allow nature to teach you stillness.
Look ar a tree , a flower, a plant.Let your awareness rest upon it.How still they are, how deeply rooted in Being.Allow nature to teach you stillness.
suffering
Is suffering necessary? Ye and no.
If you had not suffered as you have ,there would be no depth to you as a human being , no humility, no compassion. You would not be reading this now.Suffering cracks open the shell of ego , and then comes a point when it has served its purpose.Suffering is necessary untill you realise it is unnecessary.
If you had not suffered as you have ,there would be no depth to you as a human being , no humility, no compassion. You would not be reading this now.Suffering cracks open the shell of ego , and then comes a point when it has served its purpose.Suffering is necessary untill you realise it is unnecessary.
Monday, October 20, 2008
spiritual practice
If you can recognise , even occassionaly the thoughts that go through your mind as simply thoughts , if you can witness your own mental- emotional reactive patterns as they happen , then that dimension is already emerging in you as the awareness in which thoughts and emotions happen - the timeless inner space in which the content of your life unfolds.
The stream of thi9nking has enormous moment
Beyond the thinking mind
Most people spend their entire life imprisoned within the confines of their own thoughts.They never go beyond a narrow , mind made , personalised sense of self that is conditioned by the past.
In you , as in each human being , there is a dimension of consciousness far deeper than thought. It is the very essence of who you are .We may call it presence,awareness, the unconditioned consciousness.In the ancient teachings it is the Christ within or your Buddha nature.
Finding that dimension frees you and the world from the suffering you inflict on yourself and others when the mind made " little me"is all you know and runs your life.
In you , as in each human being , there is a dimension of consciousness far deeper than thought. It is the very essence of who you are .We may call it presence,awareness, the unconditioned consciousness.In the ancient teachings it is the Christ within or your Buddha nature.
Finding that dimension frees you and the world from the suffering you inflict on yourself and others when the mind made " little me"is all you know and runs your life.
Silence and stillness
When you look at a tree or a human being in stillness, who is looking? Something deeper than the person. Consciousness is looking at its creation.
Do you need more knowledge ? Is more information going to save the world, or faster computers, more scientific or intellectual analysis? Is it not wisdom that humanity needs most at this time?
But what is wisdom and where is it to be found? Wisdom comes with the ability to be still. Just look and just listen. No more is needed. Being still , looking and lostening activates the nonconceptual intelligence within you. Let stillness direct your words and actions.
Do you need more knowledge ? Is more information going to save the world, or faster computers, more scientific or intellectual analysis? Is it not wisdom that humanity needs most at this time?
But what is wisdom and where is it to be found? Wisdom comes with the ability to be still. Just look and just listen. No more is needed. Being still , looking and lostening activates the nonconceptual intelligence within you. Let stillness direct your words and actions.
STILLNESS SPEAKS
Is stillness just the absence of noise and content?No, it is intelligence itself - the underlying consciousnessout of which every form is born.And how could that be seperate from who you are?
The form that you think you are came out of that is being sustained by it.
It is the essence of of all galaxies and blades of grass; of all flowers , trees, birds and all other forms.
The form that you think you are came out of that is being sustained by it.
It is the essence of of all galaxies and blades of grass; of all flowers , trees, birds and all other forms.
Prevailing System of Management
Prevailing system of Management as DEMMING understood it late in his life why so few Mangers seem to be able to implement real QUALITY Management as he concieved it.
Management by measurement
focusing on short term metrics
devaluing intangibles
(you can only measure 3% of what matters - WE Demming)
Compliance based Cultures
getting ahead by pleasing the boss
Management by fear
Managing outcomes
Management set targets
people are held accountable for meeting Management targets ( regardless of whether they are possible within the existing system and processes)
Right answers Vs Wrong answers
Technical problem solving is emphasised
Diverging ( systemic) problems are discounted
Uniformity
Diversity is a problem to be solved
Conflict is supressed in favor of superficial agreement
Predictability and controlability
To manage is to control
The 'holy trnity of management' is planning , organising,controlling.
Excessive Competitiveness and distrust
competition between people is essential to achieve desired performance
without competion between people there is no innovation
(we have been sold down the river by competition - W E Demming)
Loss of the whole
Fragmentation
local innovations do not spread
The fifth discipline Peter Senge
I believe that the prevailing system of management is at its core dedicated to mediocrity. It forces people to work harder and harder to compensate for failing to tap the spirit and collective intelligence that charachterises working together at their best
Management by measurement
focusing on short term metrics
devaluing intangibles
(you can only measure 3% of what matters - WE Demming)
Compliance based Cultures
getting ahead by pleasing the boss
Management by fear
Managing outcomes
Management set targets
people are held accountable for meeting Management targets ( regardless of whether they are possible within the existing system and processes)
Right answers Vs Wrong answers
Technical problem solving is emphasised
Diverging ( systemic) problems are discounted
Uniformity
Diversity is a problem to be solved
Conflict is supressed in favor of superficial agreement
Predictability and controlability
To manage is to control
The 'holy trnity of management' is planning , organising,controlling.
Excessive Competitiveness and distrust
competition between people is essential to achieve desired performance
without competion between people there is no innovation
(we have been sold down the river by competition - W E Demming)
Loss of the whole
Fragmentation
local innovations do not spread
The fifth discipline Peter Senge
I believe that the prevailing system of management is at its core dedicated to mediocrity. It forces people to work harder and harder to compensate for failing to tap the spirit and collective intelligence that charachterises working together at their best
Disillusion
Our prevailing system of management has destroyed our people.People are born with intrinsic motivation,self respect, dignity, curiosity to learn, joy in learning.The forces of destruction begin toddlers - aprize for the best Halloween costume, grades in school , gold stars - and on up through University. On the job, people, teams and divisions are ranked, reward for the top , punishment for the bottom. management by objectives, quotas, incentive pay, business plan put together seperately division by division, causes further loss , unknown and unknowable .
W E Demming
W E Demming
Thursday, October 2, 2008
coincidence
THERE ARE NO COINCIDENCE AND NOTHING HAPPENS BY ACCIDENT . EACH EVENT AND ADVENTURE IS CALLED TO YOURSELF BY YOUR SELF IN ORDER THAT YOU MIGHT CREATE AND EXPERIENCE WHO YOU REALLY ARE.
YOU ARE THE CREATOR OF YOUR REALITY AND LIFECAN SHOW UP NO OTHER WAY FOR YOUTHANTHAT WAYIN WHICH YOU THINK IT WILL.
YOUR THOUGHT IS THE PARENT WHICH GIVES BIRTH TO ALL THINGS.
YOU CAN BE , DO AND HAVE WHATEVER YOU CAN IMAGINE.
THOUGHT IS CREATIVE.
YOU ARE THE CREATOR OF YOUR REALITY AND LIFECAN SHOW UP NO OTHER WAY FOR YOUTHANTHAT WAYIN WHICH YOU THINK IT WILL.
YOUR THOUGHT IS THE PARENT WHICH GIVES BIRTH TO ALL THINGS.
YOU CAN BE , DO AND HAVE WHATEVER YOU CAN IMAGINE.
THOUGHT IS CREATIVE.
Wednesday, October 1, 2008
trail
Know that what you do in the time of your greatest trial can be your greatest triumph. For the experience you create is a statement of who you are - and who you want to be.
create yourself
you are not discovering yourself, but creating yourself anew. Seek therefore not to find out who you are,seek to determine who you want to be.
There is only one purpose for all of life, and that is for all that lives to experience fullest glory.
There is only one purpose for all of life, and that is for all that lives to experience fullest glory.
Loving
You have been taught to live in fear. You have been told about the survival of the fittest,the victory of the strongest and the sucess of the cleverest. Precious little is said about the glory of the most loving.
Love is the energy which expands,opens up,sendsout,stays,reveals,shares,heals.
Love is the energy which expands,opens up,sendsout,stays,reveals,shares,heals.
Dichotomy of God
your will for you is God's will for you.
You are living your life the way you are living your life, and I have no preference in the matter.
This is the grand illussion in which you have engaged,that God cares one way or the other what you do.
I have given you free will - the power to do as you choose, and I will never take that away from you, ever.
It is this dichotomy- not caring deeply about the process but caring about the result - that comes close to describing the dichotomy of God.
Yet God in a sense does not even care about the outcome.Not the ultimate outcome.The ultimate outcome is assured.
Thank Me
When you thank Me in advance for that which you choose to experience in your reality, you in effect, acknowledge that it is there --in effect.
The correct prayer is therefore never a prayer of supplication,but a prayer of GRATITUDE,
The correct prayer is therefore never a prayer of supplication,but a prayer of GRATITUDE,
Experience
The result of your not listening to your experience is that you keep re living it over and over again. For My purpose will not be thwarted ,nor will My will be ignored.You will get my message sooner or later.
wanting
You will not have that for which you ask , nor will can you have anything you want. This is because your very request is a statement of lack and your saying you want a thing works to produce that precise experience - wanting - in your reality
Tuesday, September 30, 2008
Let Go of Resentments
How do we rebuild trust and let go of resentment? Resentment happens when there has been an accumulation and pattern of broken trust and betrayal. Resentment can take on the form of withdrawal, pulling back, and shutting down within the relationship. The great news is -- there is a path for healing and renewal. It includes 7-steps: 1) Observe and acknowledge what has happened 2) Allow feelings to surface 3) Get support 4) Reframe the experience 5) Take responsibility 6) Forgive yourself and others 7) Let go and move on *Daily Quote: Inspiration you can transform your thoughts, create new etchings, and movethrough each day and every situation with positive expectancy. - Julie Bartkus
Wednesday, September 24, 2008
LITTLE CANDLE
Once upon a time a little candle stood in a room filled with other candles,most of them much larger and much more beautiful than she was. Some were ornate and some were rather simple, like herself. Some were white, some were blue, some were pink, some were green. She had no idea why she was there, and the other candles made her feel rather small and insignificant. When the sun went down and the room began to get dark, she noticed a largeman walking toward her with a ball of fire on a stick. She suddenly realized that the man was going to set her on fire. “No, no!” she cried,“Don't burn me, please!” But she knew that she could not be heard and prepared for the pain that would surely follow. To her surprise, the room filled with light. She wondered where it came from since the man had extinguished his fire stick. To her delight, she realized that the light came from herself. Then the man struck another fire stick and, one by one, lit the other candles in the room. Each one gave out the same light that she did. During the next few hours, she noticed that, slowly, her wax began to flow.She became aware that she would soon die. With this realization came a sense of why she had been created. “Perhaps my purpose on earth is to giveout light until I die,” she mused. And that's exactly what she did. God created you and I to produce light in a dark world. Like that little candle, we all can produce the same amount of light, no matter how small weare or what color we might be. But we can't produce light until we receiveit from an outside source
Thursday, September 4, 2008
WHAT's UP ?
Lovers of the English language might enjoy this......How do non-natives ever learn all the nuances of English???
There is a two-letter word that perhaps has more meanings than any other two-letter word, and that word is 'UP.'
It's easy to understand UP, meaning toward the sky or at the top of the list, but why do we wake UP in the morning?
At a meeting, why does a topic come UP?
Why do we speak UP and why are the officers UP for election and why is it UP to the secretary to write UP a report?
We call UP our friends.
We brighten UP a room, polish UP the silver, we warm UP the leftovers and clean UP the kitchen.
We lock UP the house and some guys fix UP the old car.
At other times the little word has real special meaning.
People stir UP trouble, line UP for tickets, work UP an appetite, and think UP excuses.
To be dressed is one thing but to be dressed UP is special.
A drain must be opened UP because it is stopped UP.
We open UP a store in the morning but we close it UP at night.
We seem to be pretty mixed UP about UP !
To understand the proper uses of UP, look UP the word UP in a dictionary.
In a desk-sized dictionary, it takes UP almost 1/4 page -- it can really add UP.
If you are UP to it, you might try building UP a list of the many ways UP is used.
It will take UP a lot of your time, but if you don't give UP, you may wind UP with a hundred or more.
When it threatens to rain, we say it is clouding UP.
When the sun comes out we say it is clearing UP.
When it rains, it wets UP the earth.
If it doesn't rain for awhile, things dry UP .
One could go on, but I'll wrap it UP.
For now my time is UP, so .... Time to shut UP .....!
Don't mess UP.
Send this to everyone you look UP in your address book.
There is a two-letter word that perhaps has more meanings than any other two-letter word, and that word is 'UP.'
It's easy to understand UP, meaning toward the sky or at the top of the list, but why do we wake UP in the morning?
At a meeting, why does a topic come UP?
Why do we speak UP and why are the officers UP for election and why is it UP to the secretary to write UP a report?
We call UP our friends.
We brighten UP a room, polish UP the silver, we warm UP the leftovers and clean UP the kitchen.
We lock UP the house and some guys fix UP the old car.
At other times the little word has real special meaning.
People stir UP trouble, line UP for tickets, work UP an appetite, and think UP excuses.
To be dressed is one thing but to be dressed UP is special.
A drain must be opened UP because it is stopped UP.
We open UP a store in the morning but we close it UP at night.
We seem to be pretty mixed UP about UP !
To understand the proper uses of UP, look UP the word UP in a dictionary.
In a desk-sized dictionary, it takes UP almost 1/4 page -- it can really add UP.
If you are UP to it, you might try building UP a list of the many ways UP is used.
It will take UP a lot of your time, but if you don't give UP, you may wind UP with a hundred or more.
When it threatens to rain, we say it is clouding UP.
When the sun comes out we say it is clearing UP.
When it rains, it wets UP the earth.
If it doesn't rain for awhile, things dry UP .
One could go on, but I'll wrap it UP.
For now my time is UP, so .... Time to shut UP .....!
Don't mess UP.
Send this to everyone you look UP in your address book.
GRATITUDE
Hans Selye, the great stress specialist, says that gratitude is the healthiest of all human emotions and revenge is the most destructive. He's right. It is a fact that when you express gratitude for what you have, you will have more for which to be grateful. It is equally true that the more you complain about your problems, the more problems you will have to complain about. Here's why. People who express appreciation for what they have attract people who recognize that attitude. They are far more inclined to encourage and/or lend a helping hand because they know their help will be appreciated. People who are always complaining about their problems repel the very people who are in position to give them help and encouragement.Try this. Make a list of ten things you like about your job, mate, child(ren), city, school, etc. The next time someone asks you what you do or where you are from, respond enthusiastically, "I'm from XYZ City," or "I work at ABC Company, and I really like it!" They are likely to comment on your enthusiasm and ask you why you like your city or your job so much. You can respond, "The people there are really nice and we render a great service. My manager is a neat lady," and go right down the list. You'll be amazed at the response you will get and the impact it will have on your attitude and performance. Recently I met a lady who had been working for the JC Penney Company for many years and had grown disgruntled and unhappy. She decided to give this approach a try. Two weeks later she told me that her supervisor had commented on her dramatic change in attitude and performance. The lady added, "And you know, it's funny, I really do like my job much better!" Give it a try and I'll SEE YOU AT THE TOP!
By Zig Ziglar
By Zig Ziglar
Two Roads in MY Life
Today I took a time of silence just to look back on my life and to see what happened to me. I looked back on the road of my life and I saw that there are two roads that are leading to where I am currently standing. I could not understand this.
The one road is twisty and go through canyons, over cliffs and it seems that it is a road that no sane man will travel. The other road is a road that looks like a highway. It is straight and flat, but it is also very, very narrow.
I asked God why is there two roads that only converge a little way from where I am standing. God answered me and said that the one road - the twisty difficult road, is the road that I chose to walk. This road is so difficult and so dangerous because I did not heed God's word. I sinned and the devil led me on this twisty road.
As I looked at the twisty road, I started seeing road-signs all along the way, representing the things that I have done in my past. How shocked, horrified and ashamed was I to see all the bad things that I have said, that I have done, that I have thought of.
I can see where I went over cliffs, the places where I have fallen and stumbled and where I got hurt so badly that it seemed impossible to live. There were also places where it seemed impossible for me to have survived the road that I was traveling. It was really a horrific road. Sometimes there was no road at all and I wondered what happened during those times in my travels on this difficult road. I asked God and He said with a smile in His voice, "Son that is where the devil let go of you and I caught you, I carried you."
I said, but how is it still possible that if I was walking with and following the devil that You where still there for me. He said to me "It is because I love you and I will never stop loving you, regardless of your sins."
I looked with amazement to this horrible road and wondered how it happened that I ended up traveling this dangerous road. As if God knew what was on my mind, He said, "Son your choices was not always right and you had to learn, I gave you freedom to do as you wanted and was hoping that you would learn from your choices."
I shrieked in my body and soul, because the sign posts next to the road showed so clearly the choices that I have made. There was no doubt in my mind that all these choices was very far removed from what God had in mind for me and what He had planned for my life.
I asked God about the narrow road that is flat and straight and He said to me, "Son that is the road that I had planned for you and which you choose not to walk for so long. I was willing to lead you and show you all the riches that I had in my stores for you."
I wondered just how much I have missed in life by trying to follow my own road. I looked at the place where the two roads converge and my twisty and dangerous road meet with the narrow, straight road, it was only a very, very short distance from where I was standing at this moment.
Again, before I could ask God about this, He answered me and said, "Son you started praying, you started leaving the choices in My hands. You started trusting me and you started believing in the power of what I can do. I was hoping that you would come to Me and look at My road."
" All it took was for you, to start asking Me for the things in your life that you wanted and trusting Me enough with those things. I am burning to release My full flood of riches onto you, to give you far more than you could ever ask for or dream of! You must remember that it was YOUR choice to travel your own road, I was always there, but you never trusted Me, you never asked Me to help you."
" You where the one that went of on the difficult road with all the dangers and My road was there all along. It was up to you to come back to Me, because I never left you, it was you who left Me. There, where the roads converge, that is when you came back to Me, that was when you gave up on trying to be the leader in your own life, when you realized that on your own power you are not getting anywhere and you are not achieving anything meaningful in your life, when you stopped relying on your own power.
" That was when you said to me that I must take control of your life and lead you according to what I, your Father, has planned for you. I was waiting so long for you to just start asking Me for guidance, I wanted to take your hand everyday, but if you did not allow me and trust me, I could not do that."
I could only stand in amazement on what happened since the two roads converge. I could see the drastic change and the things that came my way since traveling God's way. I decided there and then that without God in my life, I do not want to live another day. I started understanding what God, my Father had in store for me and it is so simple. I just need to trust Him with everything and I must ask Him for it.
The simplicity of this only started sinking in and I now know that without God in my life, life is not worth living. I vowed that never again will I rely on my own strengths, never again will I doubt in what God has promised each and every one of us. I vowed to keep on looking for God's will in my life and to get to know Him a lot better! God is my King and Savior, how about yours?
The one road is twisty and go through canyons, over cliffs and it seems that it is a road that no sane man will travel. The other road is a road that looks like a highway. It is straight and flat, but it is also very, very narrow.
I asked God why is there two roads that only converge a little way from where I am standing. God answered me and said that the one road - the twisty difficult road, is the road that I chose to walk. This road is so difficult and so dangerous because I did not heed God's word. I sinned and the devil led me on this twisty road.
As I looked at the twisty road, I started seeing road-signs all along the way, representing the things that I have done in my past. How shocked, horrified and ashamed was I to see all the bad things that I have said, that I have done, that I have thought of.
I can see where I went over cliffs, the places where I have fallen and stumbled and where I got hurt so badly that it seemed impossible to live. There were also places where it seemed impossible for me to have survived the road that I was traveling. It was really a horrific road. Sometimes there was no road at all and I wondered what happened during those times in my travels on this difficult road. I asked God and He said with a smile in His voice, "Son that is where the devil let go of you and I caught you, I carried you."
I said, but how is it still possible that if I was walking with and following the devil that You where still there for me. He said to me "It is because I love you and I will never stop loving you, regardless of your sins."
I looked with amazement to this horrible road and wondered how it happened that I ended up traveling this dangerous road. As if God knew what was on my mind, He said, "Son your choices was not always right and you had to learn, I gave you freedom to do as you wanted and was hoping that you would learn from your choices."
I shrieked in my body and soul, because the sign posts next to the road showed so clearly the choices that I have made. There was no doubt in my mind that all these choices was very far removed from what God had in mind for me and what He had planned for my life.
I asked God about the narrow road that is flat and straight and He said to me, "Son that is the road that I had planned for you and which you choose not to walk for so long. I was willing to lead you and show you all the riches that I had in my stores for you."
I wondered just how much I have missed in life by trying to follow my own road. I looked at the place where the two roads converge and my twisty and dangerous road meet with the narrow, straight road, it was only a very, very short distance from where I was standing at this moment.
Again, before I could ask God about this, He answered me and said, "Son you started praying, you started leaving the choices in My hands. You started trusting me and you started believing in the power of what I can do. I was hoping that you would come to Me and look at My road."
" All it took was for you, to start asking Me for the things in your life that you wanted and trusting Me enough with those things. I am burning to release My full flood of riches onto you, to give you far more than you could ever ask for or dream of! You must remember that it was YOUR choice to travel your own road, I was always there, but you never trusted Me, you never asked Me to help you."
" You where the one that went of on the difficult road with all the dangers and My road was there all along. It was up to you to come back to Me, because I never left you, it was you who left Me. There, where the roads converge, that is when you came back to Me, that was when you gave up on trying to be the leader in your own life, when you realized that on your own power you are not getting anywhere and you are not achieving anything meaningful in your life, when you stopped relying on your own power.
" That was when you said to me that I must take control of your life and lead you according to what I, your Father, has planned for you. I was waiting so long for you to just start asking Me for guidance, I wanted to take your hand everyday, but if you did not allow me and trust me, I could not do that."
I could only stand in amazement on what happened since the two roads converge. I could see the drastic change and the things that came my way since traveling God's way. I decided there and then that without God in my life, I do not want to live another day. I started understanding what God, my Father had in store for me and it is so simple. I just need to trust Him with everything and I must ask Him for it.
The simplicity of this only started sinking in and I now know that without God in my life, life is not worth living. I vowed that never again will I rely on my own strengths, never again will I doubt in what God has promised each and every one of us. I vowed to keep on looking for God's will in my life and to get to know Him a lot better! God is my King and Savior, how about yours?
Rhythym of Rituals
CHANGE IS INEVITABLE AND ALL CHANGE IS CYCLICAL; TO BREAK THE MONOTONY OF LIFE CREATE SOME MEANINGFUL RITUALS FOR YOURSELF
AS RAVI ENTERED his cabin, he suddenly felt lost. What was he supposed to do next? He set up his laptop and went straight for his email inbox. Maybe there were emails there to respond. And in the midst of responding to the emails, maybe he would find a purpose, a task that would make the rest of the day meaningful. Ravi needs structure in his life. A plan. But he does not know how to go about it. A business year has just got over and until last week the sales target was the destination, and the desire to reach it kept him going. Now, the target has been reached, the year is over, and suddenly there is a vacuum. What seemed like a full stop now reveals itself to be merely a comma, a pause, as he waits for a new goal. Is that what life is all about – moving from one target to another target, one year-end to another year-end, one project to another project?
Ravi was raised on fairy tales like Cinderella, Snow White and Rapunzel, which always ended with 'happily ever after'. But as the exhilaration of reaching last year's target wanes, Ravi has realised that 'happily ever after' is a dream, a fantasy far from reality. In frustration, his mind wandered to earlier that day, to when he was having breakfast. His wife drew his attention to traditional Indian narratives. Unlike European fairy tales which had clear beginnings (once upon a time), and clear endings, (happily ever after), classical Indian fairy stories such as Suka-saptati, Betalpachisi, Simhasan-battisi, had endings that invariably curved back to the beginning. For example, Suka-saptati always began with a travelling merchant's wife preparing to step out and meet her lover, and always ended with her not leaving the house, distracted as she was by the story narrated to her by her husband's pet parrot. Betal-pachisi always began with Vikram pulling down a ghost from a tree, and ended with the ghost always returning to the tree after telling a story. Simhasan-battisi, always began with a king approaching a throne thinking he was worthy of sitting on it, and always ended with him doubting his capability after hearing a tale of royal achievement narrated by the throne itself. Thus, the stories would run in cycles – again, and again, and again, with the same beginnings, with the same endings and change happening only in between. In the middle was the exciting part – mystery, action and romance. Ravi realised these tales were so much like life. Every business year would begin the same way – with a target. And would end the same way – with a struggle to reach the target. The exciting part was in the middle. In the middle was life.
While driving to office, Ravi had noticed a few workshops on the roadside where artisans were molding clay images of Ganesha and Durga. They did this each year, in the rainy season, preparing for festivals that were celebrated as the rains drew to a close. By which time the images of Ganesha and Durga would be ready for worship. After being worshipped for nine-ten days, the images would be dissolved in a water body. The following year, at the same time, the artisans would mold fresh images once again. Repetition was the key. The festivals recurred cyclically, just like the stories. Was this the way of the forefathers to show that while change is inevitable (stories end, images are dissolved in water), all change is cyclical (stories restart and images are recreated)? Through the rhythm of rituals, one's mind was drawn to the cyclical nature of things so that life seemed less uncertain and more predictable.
Are we rats on a ferret-wheel, running but reaching nowhere? From the window of his office, Ravi noticed the sticker of Tirupati Balaji pasted on a car parked below. The deity had a wheel on the right side. It rotated around the deity's index finger, a reminder of life's circular rhythm. The dreaded merry-go-round of life, no doubt. But there was a conch-shell on the left side of the deity. Here the rhythm was different - spiral not circular. The end did not actually meet the beginning – it was separated by a distance created by time.
It dawned on Ravi that when an event recurs, one is not the same person – one has matured, gained more experience and information, hence one's approach to the event should ideally be different. When the Ganesha or Durga festivals return after the rains this year, as ritually planned, Ravi should be able to perceive the celebrations with a more matured perspective compared to last year. And when Ravi hears the next story narrated either by the parrot, the ghost or the throne, he should be smarter than when the previous story was told. Ideally, when events recur, he should be more prepared, hence more efficient and more effective. Ravi concluded that circular rituals offered not just a predictable certainty, it also offered a chance to relook at the same event differently, allowing for new insights, making every recurring event something to look forward to.
Suddenly Ravi did not feel as lost as before. It dawned on him that for the past four years, ever since he took over as head of sales and marketing, this feeling of dread and despair always overwhelmed him in the period between the ending of the previous business year and the start of the current business year. Rather than surrender to monotony and despair, it was up to him to turn the cyclical truth of his job to his advantage.
Inspired, Ravi instituted a circular rhythm of rituals of his own in his office. Every Monday morning, he asked his team to meet in his cabin for coffee. The meeting had no agenda. What was important was the gathering. Sometimes the meeting generated heated discussion about work, sometimes people just gossiped on various topics, and sometimes nobody spoke; everybody just sipped coffee silently. Those who attended the meeting did not realise what the point of it all was. But Ravi did. The ritual anchored his team – gave the week a very certain start, a clear indicator that the weekend was over and the week had begun. It allowed the team to cope better with the Monday morning blues, and return to the corporate fold faster. Now, Ravi plans to institute more office rhythms – monthly reviews, quarterly team dinners, bi-annual picnics with family. He has realised that people respond to rhythms very well – like cyclical festivals and stories that give everyone the opportunity to find excitement and new insights in the otherwise monotony of life.
AS RAVI ENTERED his cabin, he suddenly felt lost. What was he supposed to do next? He set up his laptop and went straight for his email inbox. Maybe there were emails there to respond. And in the midst of responding to the emails, maybe he would find a purpose, a task that would make the rest of the day meaningful. Ravi needs structure in his life. A plan. But he does not know how to go about it. A business year has just got over and until last week the sales target was the destination, and the desire to reach it kept him going. Now, the target has been reached, the year is over, and suddenly there is a vacuum. What seemed like a full stop now reveals itself to be merely a comma, a pause, as he waits for a new goal. Is that what life is all about – moving from one target to another target, one year-end to another year-end, one project to another project?
Ravi was raised on fairy tales like Cinderella, Snow White and Rapunzel, which always ended with 'happily ever after'. But as the exhilaration of reaching last year's target wanes, Ravi has realised that 'happily ever after' is a dream, a fantasy far from reality. In frustration, his mind wandered to earlier that day, to when he was having breakfast. His wife drew his attention to traditional Indian narratives. Unlike European fairy tales which had clear beginnings (once upon a time), and clear endings, (happily ever after), classical Indian fairy stories such as Suka-saptati, Betalpachisi, Simhasan-battisi, had endings that invariably curved back to the beginning. For example, Suka-saptati always began with a travelling merchant's wife preparing to step out and meet her lover, and always ended with her not leaving the house, distracted as she was by the story narrated to her by her husband's pet parrot. Betal-pachisi always began with Vikram pulling down a ghost from a tree, and ended with the ghost always returning to the tree after telling a story. Simhasan-battisi, always began with a king approaching a throne thinking he was worthy of sitting on it, and always ended with him doubting his capability after hearing a tale of royal achievement narrated by the throne itself. Thus, the stories would run in cycles – again, and again, and again, with the same beginnings, with the same endings and change happening only in between. In the middle was the exciting part – mystery, action and romance. Ravi realised these tales were so much like life. Every business year would begin the same way – with a target. And would end the same way – with a struggle to reach the target. The exciting part was in the middle. In the middle was life.
While driving to office, Ravi had noticed a few workshops on the roadside where artisans were molding clay images of Ganesha and Durga. They did this each year, in the rainy season, preparing for festivals that were celebrated as the rains drew to a close. By which time the images of Ganesha and Durga would be ready for worship. After being worshipped for nine-ten days, the images would be dissolved in a water body. The following year, at the same time, the artisans would mold fresh images once again. Repetition was the key. The festivals recurred cyclically, just like the stories. Was this the way of the forefathers to show that while change is inevitable (stories end, images are dissolved in water), all change is cyclical (stories restart and images are recreated)? Through the rhythm of rituals, one's mind was drawn to the cyclical nature of things so that life seemed less uncertain and more predictable.
Are we rats on a ferret-wheel, running but reaching nowhere? From the window of his office, Ravi noticed the sticker of Tirupati Balaji pasted on a car parked below. The deity had a wheel on the right side. It rotated around the deity's index finger, a reminder of life's circular rhythm. The dreaded merry-go-round of life, no doubt. But there was a conch-shell on the left side of the deity. Here the rhythm was different - spiral not circular. The end did not actually meet the beginning – it was separated by a distance created by time.
It dawned on Ravi that when an event recurs, one is not the same person – one has matured, gained more experience and information, hence one's approach to the event should ideally be different. When the Ganesha or Durga festivals return after the rains this year, as ritually planned, Ravi should be able to perceive the celebrations with a more matured perspective compared to last year. And when Ravi hears the next story narrated either by the parrot, the ghost or the throne, he should be smarter than when the previous story was told. Ideally, when events recur, he should be more prepared, hence more efficient and more effective. Ravi concluded that circular rituals offered not just a predictable certainty, it also offered a chance to relook at the same event differently, allowing for new insights, making every recurring event something to look forward to.
Suddenly Ravi did not feel as lost as before. It dawned on him that for the past four years, ever since he took over as head of sales and marketing, this feeling of dread and despair always overwhelmed him in the period between the ending of the previous business year and the start of the current business year. Rather than surrender to monotony and despair, it was up to him to turn the cyclical truth of his job to his advantage.
Inspired, Ravi instituted a circular rhythm of rituals of his own in his office. Every Monday morning, he asked his team to meet in his cabin for coffee. The meeting had no agenda. What was important was the gathering. Sometimes the meeting generated heated discussion about work, sometimes people just gossiped on various topics, and sometimes nobody spoke; everybody just sipped coffee silently. Those who attended the meeting did not realise what the point of it all was. But Ravi did. The ritual anchored his team – gave the week a very certain start, a clear indicator that the weekend was over and the week had begun. It allowed the team to cope better with the Monday morning blues, and return to the corporate fold faster. Now, Ravi plans to institute more office rhythms – monthly reviews, quarterly team dinners, bi-annual picnics with family. He has realised that people respond to rhythms very well – like cyclical festivals and stories that give everyone the opportunity to find excitement and new insights in the otherwise monotony of life.
Wednesday, September 3, 2008
The Bamboo and The Fern
One day I decided to quit...I quit my job, my relationship, and my spirituality... I wanted to quit my life.
I went to the woods to have one last talk with God. "God", I said. "Can you give me one good reason not to quit?"
His answer surprised me..."Look around", He said. "Do you see the fern and the bamboo?" "Yes", I replied.
"When I planted the fern and the bamboo seeds, I took very good care of them. I gave them light. I gave them water. The fern quickly grew from the earth. Its brilliant green covered the floor. Yet nothing came from the bamboo seed. But I did not quit on the bamboo. In the second year the Fern grew more vibrant and plentiful. And again, nothing came from the bamboo seed. But I did not quit on the bamboo." He said. "In year three there was still nothing from the bamboo seed.
But I would not quit. In year four, again, there was nothing from the bamboo seed. I would not quit."
He said. "Then in the fifth year a tiny sprout emerged from the earth. Compared to the fern it was seemingly small and insignificant...But just 6 months later the bamboo rose to over 100 feet tall. It had spent the five years growing roots. Those roots made it strong and gave it what it needed to survive.
I would not give any of my creations a challenge it could not handle."
He said to me. "Did you know, my child, that all this time you have been struggling, you have actually been growing roots?" "I would not quit on the bamboo. I will never quit on you." "Don't compare yourself to others."
He said. "The bamboo had a different purpose than the fern. Yet they both make the forest beautiful." "Your time will come", God said to me. "You will rise high" "How high should I rise?" I asked. "How high will the bamboo rise?" He asked in return. "As high as it can?" I questioned, "Yes." He said, "Give me glory by rising as high as you can."
I left the forest and bring back this story. I hope these words can help you see that God will never give up on you. He will never give up on you. Never regret a day in your life. Good days give you happiness; bad days give you experiences; both are essential to life!
I went to the woods to have one last talk with God. "God", I said. "Can you give me one good reason not to quit?"
His answer surprised me..."Look around", He said. "Do you see the fern and the bamboo?" "Yes", I replied.
"When I planted the fern and the bamboo seeds, I took very good care of them. I gave them light. I gave them water. The fern quickly grew from the earth. Its brilliant green covered the floor. Yet nothing came from the bamboo seed. But I did not quit on the bamboo. In the second year the Fern grew more vibrant and plentiful. And again, nothing came from the bamboo seed. But I did not quit on the bamboo." He said. "In year three there was still nothing from the bamboo seed.
But I would not quit. In year four, again, there was nothing from the bamboo seed. I would not quit."
He said. "Then in the fifth year a tiny sprout emerged from the earth. Compared to the fern it was seemingly small and insignificant...But just 6 months later the bamboo rose to over 100 feet tall. It had spent the five years growing roots. Those roots made it strong and gave it what it needed to survive.
I would not give any of my creations a challenge it could not handle."
He said to me. "Did you know, my child, that all this time you have been struggling, you have actually been growing roots?" "I would not quit on the bamboo. I will never quit on you." "Don't compare yourself to others."
He said. "The bamboo had a different purpose than the fern. Yet they both make the forest beautiful." "Your time will come", God said to me. "You will rise high" "How high should I rise?" I asked. "How high will the bamboo rise?" He asked in return. "As high as it can?" I questioned, "Yes." He said, "Give me glory by rising as high as you can."
I left the forest and bring back this story. I hope these words can help you see that God will never give up on you. He will never give up on you. Never regret a day in your life. Good days give you happiness; bad days give you experiences; both are essential to life!
Unlock Your Mind
Houdini was a master Magician as well as a fabulous locksmith. He boasted that he could escape from any Jail cell in the World in less than an hour, provided he could go into the cell dressed in street clothes. Houdini became very famous.
A small town in the British Isles built a new Jail, which they were extremely proud of. They issued Houdini a challenge. "Come give us a try", they said. Houdini loved the publicity and the money attached with it, so he accepted.
The day of the challenge came. By the time Houdini arrived, excitement was at a fever pitch. Houdini rode triumphantly into the town and walked into the cell. He proudly walked into the cell and the Big Iron door was closed. Houdini took off his coat and went to work. Secreted in his belt was a flexible tough and durable ten-inch piece of steel, which he used to work on the lock. At the end of 15 minutes his confident expression had disappeared. At the end of 30 minutes he was looking confused. At the end of an hour he was drenched in perspiration.
After two hours ...
Houdini literally collapsed against the door - which opened...!
Yes, it had never been locked.........except in his mind..........where he viewed it was as firmly locked as if a thousand locksmiths had put their best efforts in making the lock for it. One little push and Houdini could have easily opened the door..........But he didn't.
People! Many times a little extra push is all you need to open your opportunity door. In the game of life you will discover, as you set your goals and unlock your mind, that the world will unlock its own treasures and rewards to you. Realistically, Most locked doors are in our minds.
Unlock your Mind...Think Great Thoughts...Do Great Things...
A small town in the British Isles built a new Jail, which they were extremely proud of. They issued Houdini a challenge. "Come give us a try", they said. Houdini loved the publicity and the money attached with it, so he accepted.
The day of the challenge came. By the time Houdini arrived, excitement was at a fever pitch. Houdini rode triumphantly into the town and walked into the cell. He proudly walked into the cell and the Big Iron door was closed. Houdini took off his coat and went to work. Secreted in his belt was a flexible tough and durable ten-inch piece of steel, which he used to work on the lock. At the end of 15 minutes his confident expression had disappeared. At the end of 30 minutes he was looking confused. At the end of an hour he was drenched in perspiration.
After two hours ...
Houdini literally collapsed against the door - which opened...!
Yes, it had never been locked.........except in his mind..........where he viewed it was as firmly locked as if a thousand locksmiths had put their best efforts in making the lock for it. One little push and Houdini could have easily opened the door..........But he didn't.
People! Many times a little extra push is all you need to open your opportunity door. In the game of life you will discover, as you set your goals and unlock your mind, that the world will unlock its own treasures and rewards to you. Realistically, Most locked doors are in our minds.
Unlock your Mind...Think Great Thoughts...Do Great Things...
GOD's WIFE
An Eye Witness Account from New York City, on a cold day in December:
A little boy about 10 years old was standing before a shoe store on the roadway, barefooted, peering through the window, and shivering with cold.
A lady approached the boy and said, "My little fellow, why are you looking so earnestly in that window?"
"I was asking God to give me a pair of shoes," was the boy's reply.
The lady took him by the hand and went into the store and asked the clerk to get half a dozen pairs of socks for the boy.
She then asked if he could give her a basin of water and a towel. He quickly brought them to her.
She took the little fellow to the back part of the store and, removing her gloves, knelt down, washed his little feet, and dried them with a towel.
By this time the clerk had returned with the socks. Placing a pair upon the boy's feet, she purchased him a pair of shoes.
She tied up the remaining pairs of socks and gave them to him. She patted him on the head and said,
"No doubt, my little fellow, you feel more comfortable now?"
As she turned to go, the astonished lad caught her by the hand and looking up in her face, with tears in his eyes,
Answered the question with these words: "Are you God's Wife?"
A little boy about 10 years old was standing before a shoe store on the roadway, barefooted, peering through the window, and shivering with cold.
A lady approached the boy and said, "My little fellow, why are you looking so earnestly in that window?"
"I was asking God to give me a pair of shoes," was the boy's reply.
The lady took him by the hand and went into the store and asked the clerk to get half a dozen pairs of socks for the boy.
She then asked if he could give her a basin of water and a towel. He quickly brought them to her.
She took the little fellow to the back part of the store and, removing her gloves, knelt down, washed his little feet, and dried them with a towel.
By this time the clerk had returned with the socks. Placing a pair upon the boy's feet, she purchased him a pair of shoes.
She tied up the remaining pairs of socks and gave them to him. She patted him on the head and said,
"No doubt, my little fellow, you feel more comfortable now?"
As she turned to go, the astonished lad caught her by the hand and looking up in her face, with tears in his eyes,
Answered the question with these words: "Are you God's Wife?"
Actions Still Speak Louder Than Words
Too often we talk about what we are going to do "someday" while we actually do very little to make our dreams come true. We talk and dream and set goals and plan. We budget and visualize. We do everything, in fact, except take action.We all know that only action changes things. One of my favorite slogans is that "Nothing changes until something changes." I love the reminder that even a small step in the right direction can have huge implications! And, I love the reminder that only action will make our dreams come true.We are blessed to live in a time when we can have or do just about anything we can imagine. You can go to law school or medical school--yes, you really could! You can make a fortune, start a foundation, travel the world, raise happy children, run for office, publish a book, start a business or become a hermit and live in the woods. If you can imagine it, you can DO it!The only catch is that you have to actually make it happen.I see at least three popular tools that are routinely used to avoid taking action. They are good tools when used properly, but we mis-use them to stay in our comfort zones, change nothing, and wonder why our dreams never come true.First - We Set Too Many Goals: I'm a huge fan of goal-setting and I even wrote an ebook about the process. I use goals in my business and personal life, and I encourage my clients to set goals, so don't mis-understand me here. The problem is that we set goals instead of taking action. We plan and talk and set dead-lines, when what we should do is get to work and "go for it". Losing weight is not a goal! It isn't even a long-term project, it's about walking around the block, skipping desert or whatever is right in your situation, and doing it today. Never set goals when it's simpler and more powerful to take direct action!Second - We Wait for the Right Time: Yes, "there is a season for every purpose under heaven" and timing can make a huge difference. But we mis-use that truth when we refuse to take reasonable action while we wait for a "better time," or for the moon and stars and our checkbook to be in alignment. It's an excuse, folks! There will never be a magical "right time" to start a business or start a family or start a savings plan.The time is NOW! Take action, do what you can, move in the direction you want to go. Stop procrastinating and move it!Third - We Look for "Leverage" so we can make big, dramatic progress. Now, of course big steps forward are wonderful! They are fun and exciting and leverage can make everything easier. No one doubts that! But that is no reason to avoid doing what you can, where you can, right now.In fact, too often the "big steps" are scary and then we find even more reasons to avoid them.In most things, I'm a huge fan of "baby steps" and have written about taking the smallest, safest, least dramatic step you possibly can, so long as you take it today. Take small steps, just take them!Find and use a goal-setting routine. Goals are vital to your long-term success! Just don't get so lost in the process that you forget to look up, get up, and get into action! The same is true of timing and taking huge, bold steps when you can.Action always speaks louder than words or plans or goals. Only action gets stuff done! Take small steps, but start today. Call someone. Read something. Open a savings account. Invest a dollar, take a walk, talk with your kids. Whatever it is, just do it! Before you go to bed this evening, take some real, measurable, positive step (no matter how small) in the direction you want to go. Then tomorrow, do it again.
9 great management lessons from Dhirubhai Ambani
Dhirubhaism No 1: Roll up your sleeves and help.
You and your team share the same DNA.
Reliance, during Vimal's heady days had organized a fashion show at the Convention Hall, at Ashoka Hotel in New Delhi.
As usual, every seat in the hall was taken, and there were an equal number of impatient guests outside, waiting to be seated. I was of course completely besieged, trying to handle the ensuing confusion, chaos and protests, when to my amazement and relief, I saw Dhirubhai at the door trying to pacify the guests.
Dhirubhai at that time was already a name to reckon with and a VIP himself, but that did not stop him from rolling up his sleeves and diving in to rescue a situation that had gone out of control. Most bosses in his place would have driven up in their swank cars at the last moment and given the manager a piece of their minds. Not Dhirubhai.
When things went wrong, he was the first person to sense that the circumstances would have been beyond his team's control, rather than it being a slip on their part, as he trusted their capabilities implicitly. His first instinct was always to join his men in putting out the fire and not crucifying them for it. Sounds too good a boss to be true, doesn't he? But then, that was Dhirubhai.
Dhirubhaism No 2: Be a safety net for your team.
There used to be a time when our agency Mudra was the target of some extremely vicious propaganda by our peers, when on an almost daily basis my business ethics were put on trial. I, on my part, putting on a brave front, never raised this subject during any of my meetings with Dhirubhai.
But one day, during a particularly nasty spell, he gently asked me if I needed any help in combating it. That did it. That was all the help that I needed. Overwhelmed by his concern and compassion, I told him I could cope, but the knowledge that he knew and cared for what I was going through, and that he was there for me if I ever needed him, worked wonders for my confidence.
I went back a much taller man fully armed to face whatever came my way. By letting us know that he was always aware of the trials we underwent and that he was by our side through it all, he gave us the courage we never knew we had.
Dhirubhaism No 3: The silent benefactor.
This was another of his remarkable traits. When he helped someone, he never ever breathed a word about it to anyone else. There have been none among us who haven't known his kindness, yet he never went around broadcasting it.
He never used charity as a platform to gain publicity. Sometimes, he would even go to the extent of not letting the recipient know who the donor was. Such was the extent of his generosity. "Expect the unexpected" just might have been coined for him.
Dhirubhaism No 4: Dream big, but dream with your eyes open.
His phenomenal achievement showed India that limitations were only in the mind. And that nothing was truly unattainable for those who dreamed big.
Whenever I tried to point out to him that a task seemed too big to be accomplished, he would reply: " No is no answer!" Not only did he dream big, he taught all of us to do so too. His one-line brief to me when we began Mudra was: "Make Vimal's advertising the benchmark for fashion advertising in the country."
At that time, we were just a tiny, fledgling agency, tucked away in Ahmedabad, struggling to put a team in place. When we presented the seemingly insurmountable to him, his favourite response was always: "It's difficult but not impossible!" And he was right. We did go on to achieve the impossible.
Both in its size and scope Vimal's fashion shows were unprecedented in the country. Grand showroom openings, stunning experiments in print and poster work all combined to give the brand a truly benchmark image. But way back in 1980, no one would have believed it could have ever been possible. Except Dhirubhai.
But though he dreamed big, he was able to clearly distinguish between perception and reality and his favourite phrase "dream with your eyes open" underlined this.
He never let preset norms govern his vision, yet he worked night and day familiarizing himself with every little nitty-gritty that constituted his dreams constantly sifting the wheat from the chaff. This is how, as he put it, even though he dreamed, none of his dreams turned into nightmares. And this is what gave him the courage to move from one orbit to the next despite tremendous odds.
Dhirubhai was indeed a man of many parts, as is evident. I am sure there are many people who display some of the traits mentioned above, in their working styles as well, but Dhirubhai was one of those rare people who demonstrated all of them, all the time.
5. Dhirubhaism: Leave the professional alone!
Much as people would like to believe, most owners (even managers and clients), though eager to hire the best professionals in the field, do so and then use them as extensions of their own personality. Every time I come across this, which is much too often, I am reminded of how Dhirubhai's management techniques used to be (and still remain) so refreshingly different.
For instance, way back in the late 1970s when we decided to open an agency of our own, he asked me to name it. I carried a short list of three names, two Westernised and one Indian. It was a very different world back then. Everything Anglicised was considered "upmarket."
There were hardly any agencies with Indian names barring my own ex-agency Shilpi and a few others like Ulka and Sistas. He looked at the list and asked me what my choice was. I said "Mudra": it was the only name that suited my personality. And the spirit of the agency that I was to head.
I was very Indian and an Anglicised name on my visiting card would seem pretentious and contrived. No further questions were asked. No suggestions offered, just a plain and simple "Go ahead and do it." That was just the beginning.
He continued to give me total freedom -- no supervision, no policing -- in all my decisions thereafter. In fact, the only direction that he gave me, just once, was this: "Produce your best."
His utter trust in me was what pushed me to never, ever let him down. I guess the simplest strategies are often the hardest to adopt. That was the secret of the Dhirubhai legend. It was not out of a book. It was a skillful blend of head and heart.
6. Dhirubhaism: Change your orbit, constantly!
To understand this statement, let me explain Dhirubhai's "orbit theory."
He would often explain that we are all born into an orbit. It is up to us to progress to the next. We could choose to live and die in the orbit that we are born in. But that would be a criminal waste of potential. When we push ourselves into the next orbit, we benefit not only ourselves but everyone connected with us.
Take India's push for development. There was once a time our country's growth rate was just 4 per cent, sarcastically referred to as the "Hindu growth rate." Look at us today, galloping along at a healthy 7-8 per cent.
This is no miracle. It is the product of a handful of determined orbit changers like Dhirubhai, all of whose efforts have benefited a larger sphere in their respective fields.
In a small way, I too have experienced the thrill of changing orbits with Mudra. In the 1980s, we leapt from the orbit of a small Ahmedabad ad agency to become the country's third largest ad agency -- in just under a decade.
However, when you change orbits, you will create friction. The good news is that your enemies from your previous orbit will never be able to reach you in your new one. By the time resentment builds up in your new orbit, you should move to the next level. And so on.
Changing orbits is the key to our progress as a nation.
7. The arm-around-the-shoulder leader
I have never seen any other empire builder nor the CEO of any big organisation do this (why, I never adopted this myself!).
It was Dhirubhai's very own signature style. Whenever I went to meet him and if on that day, all the time that he could spare me was a short walk up to his car, he would instantly put his arm around me and proceed to discuss the issues at hand as we walked.
With that one simple gesture, he managed to achieve many things. I was put at ease instantaneously. I was made to feel like an equal who was loved and important enough to be considered close to him. And I would walk away from that meeting feeling so good about myself and the work I was doing!
This tendency that he had, to draw people towards him, manifested itself in countless ways. This was just one of them. He would never, ever exude an air of aloofness and exclusivity. He was always inviting people into sharing their thoughts and ideas, rather than shutting them out.
On hindsight I think, it must have required phenomenal generosity of spirit to be that inclusive. Yes, this was one of the things that was uniquely Dhirubhai -- that warm arm around my shoulder that did much more than words in letting me know that I belonged, that I had his trust, and that I had him on my side!
8. The Dhirubhai theory of Supply creating Demand
He was not an MBA. Nor an economist. But yet he took traditional market theory and stood it on its head. And succeeded.
Yes, at a time when everyone in India would build capacities only after a careful study of market expectations, he went full steam ahead and created giants of manufacturing plants with unbelievable capacites. (Initial cap of Reliance Patalganga was 10,000 tonnes of PFY way back in 1980, while the market in India for it was approx. 6000 tonnes).
No doubt his instinct was backed by years and years of reading, studying market trends, careful listening and his own honed capacity to forecast, but yet despite all this preparation, it required undeniable guts to pioneer such a revolutionary move.
The consequence was that the market blossomed to absorb supply, the consumer benefited with prices crashing down, the players increased and our economic landscape changed for the better. The Patalganga plant was in no time humming at maximum capacity and as a result of the plant's economies of scale, Dhirubhai's conversion cost of the yarn in 1994 came down to 18 cents per pound, as compared to Western Europe's 34 cents, North America's 29 cents and the Far East's 23 cents and Reliance was exporting the yarn back to the US!
A more recent example was that of Mukesh Ambani taking this vision forward with Reliance Infocomm (which is now handled by Anil Ambani). In India's mobile telephony timeline there will always be a very clear 'before Infocomm and after Infocomm' segmentation. The numbers say it all. In Jan 2003, the mobile subscriber base was 13 million, about 16 months later, shortly after the launch, it had reached 30 million.
In March 2006, it has touched 90 million ! Yes, this was yet another unusual skill of Dhirubhai's -- his uncanny knack of knowing exactly how the market is going to behave.
9. Money is not a product by itself, it is a by-product, so don't chase it
This was a belief by which Dhirubhai lived all his life. For instance when he briefed me about setting up Mudra, his instruction was clear: 'Produce the best textile advertising in the country,' he said.
He did not breathe a word about profits, nor about becoming the richest ad agency in the country. Great advertising was the goal that he set for me. A by-product is something that you don't set out to produce. It is the spin off when you create something larger.
When you turn logs into lumber, sawdust is your by-product and a pretty lucrative one it can be too! It is a very simple analogy but extremely effective in driving the point home. Work toward a goal beyond your bank balance.
Success in attaining that goal will eventually ring in the cash. For instance, if you work towards creating a name for yourself and earning a good reputation, then money is a logical outcome.
People will pay for your product or service if it is good. But if you get your priorities slightly mixed up, not only will the money you make remain just a quick buck it would in all likelihood blacklist you for good. Sounds too simplistic for belief? Well, look around you and you will know exactly how true it is.
Hari Nair
You and your team share the same DNA.
Reliance, during Vimal's heady days had organized a fashion show at the Convention Hall, at Ashoka Hotel in New Delhi.
As usual, every seat in the hall was taken, and there were an equal number of impatient guests outside, waiting to be seated. I was of course completely besieged, trying to handle the ensuing confusion, chaos and protests, when to my amazement and relief, I saw Dhirubhai at the door trying to pacify the guests.
Dhirubhai at that time was already a name to reckon with and a VIP himself, but that did not stop him from rolling up his sleeves and diving in to rescue a situation that had gone out of control. Most bosses in his place would have driven up in their swank cars at the last moment and given the manager a piece of their minds. Not Dhirubhai.
When things went wrong, he was the first person to sense that the circumstances would have been beyond his team's control, rather than it being a slip on their part, as he trusted their capabilities implicitly. His first instinct was always to join his men in putting out the fire and not crucifying them for it. Sounds too good a boss to be true, doesn't he? But then, that was Dhirubhai.
Dhirubhaism No 2: Be a safety net for your team.
There used to be a time when our agency Mudra was the target of some extremely vicious propaganda by our peers, when on an almost daily basis my business ethics were put on trial. I, on my part, putting on a brave front, never raised this subject during any of my meetings with Dhirubhai.
But one day, during a particularly nasty spell, he gently asked me if I needed any help in combating it. That did it. That was all the help that I needed. Overwhelmed by his concern and compassion, I told him I could cope, but the knowledge that he knew and cared for what I was going through, and that he was there for me if I ever needed him, worked wonders for my confidence.
I went back a much taller man fully armed to face whatever came my way. By letting us know that he was always aware of the trials we underwent and that he was by our side through it all, he gave us the courage we never knew we had.
Dhirubhaism No 3: The silent benefactor.
This was another of his remarkable traits. When he helped someone, he never ever breathed a word about it to anyone else. There have been none among us who haven't known his kindness, yet he never went around broadcasting it.
He never used charity as a platform to gain publicity. Sometimes, he would even go to the extent of not letting the recipient know who the donor was. Such was the extent of his generosity. "Expect the unexpected" just might have been coined for him.
Dhirubhaism No 4: Dream big, but dream with your eyes open.
His phenomenal achievement showed India that limitations were only in the mind. And that nothing was truly unattainable for those who dreamed big.
Whenever I tried to point out to him that a task seemed too big to be accomplished, he would reply: " No is no answer!" Not only did he dream big, he taught all of us to do so too. His one-line brief to me when we began Mudra was: "Make Vimal's advertising the benchmark for fashion advertising in the country."
At that time, we were just a tiny, fledgling agency, tucked away in Ahmedabad, struggling to put a team in place. When we presented the seemingly insurmountable to him, his favourite response was always: "It's difficult but not impossible!" And he was right. We did go on to achieve the impossible.
Both in its size and scope Vimal's fashion shows were unprecedented in the country. Grand showroom openings, stunning experiments in print and poster work all combined to give the brand a truly benchmark image. But way back in 1980, no one would have believed it could have ever been possible. Except Dhirubhai.
But though he dreamed big, he was able to clearly distinguish between perception and reality and his favourite phrase "dream with your eyes open" underlined this.
He never let preset norms govern his vision, yet he worked night and day familiarizing himself with every little nitty-gritty that constituted his dreams constantly sifting the wheat from the chaff. This is how, as he put it, even though he dreamed, none of his dreams turned into nightmares. And this is what gave him the courage to move from one orbit to the next despite tremendous odds.
Dhirubhai was indeed a man of many parts, as is evident. I am sure there are many people who display some of the traits mentioned above, in their working styles as well, but Dhirubhai was one of those rare people who demonstrated all of them, all the time.
5. Dhirubhaism: Leave the professional alone!
Much as people would like to believe, most owners (even managers and clients), though eager to hire the best professionals in the field, do so and then use them as extensions of their own personality. Every time I come across this, which is much too often, I am reminded of how Dhirubhai's management techniques used to be (and still remain) so refreshingly different.
For instance, way back in the late 1970s when we decided to open an agency of our own, he asked me to name it. I carried a short list of three names, two Westernised and one Indian. It was a very different world back then. Everything Anglicised was considered "upmarket."
There were hardly any agencies with Indian names barring my own ex-agency Shilpi and a few others like Ulka and Sistas. He looked at the list and asked me what my choice was. I said "Mudra": it was the only name that suited my personality. And the spirit of the agency that I was to head.
I was very Indian and an Anglicised name on my visiting card would seem pretentious and contrived. No further questions were asked. No suggestions offered, just a plain and simple "Go ahead and do it." That was just the beginning.
He continued to give me total freedom -- no supervision, no policing -- in all my decisions thereafter. In fact, the only direction that he gave me, just once, was this: "Produce your best."
His utter trust in me was what pushed me to never, ever let him down. I guess the simplest strategies are often the hardest to adopt. That was the secret of the Dhirubhai legend. It was not out of a book. It was a skillful blend of head and heart.
6. Dhirubhaism: Change your orbit, constantly!
To understand this statement, let me explain Dhirubhai's "orbit theory."
He would often explain that we are all born into an orbit. It is up to us to progress to the next. We could choose to live and die in the orbit that we are born in. But that would be a criminal waste of potential. When we push ourselves into the next orbit, we benefit not only ourselves but everyone connected with us.
Take India's push for development. There was once a time our country's growth rate was just 4 per cent, sarcastically referred to as the "Hindu growth rate." Look at us today, galloping along at a healthy 7-8 per cent.
This is no miracle. It is the product of a handful of determined orbit changers like Dhirubhai, all of whose efforts have benefited a larger sphere in their respective fields.
In a small way, I too have experienced the thrill of changing orbits with Mudra. In the 1980s, we leapt from the orbit of a small Ahmedabad ad agency to become the country's third largest ad agency -- in just under a decade.
However, when you change orbits, you will create friction. The good news is that your enemies from your previous orbit will never be able to reach you in your new one. By the time resentment builds up in your new orbit, you should move to the next level. And so on.
Changing orbits is the key to our progress as a nation.
7. The arm-around-the-shoulder leader
I have never seen any other empire builder nor the CEO of any big organisation do this (why, I never adopted this myself!).
It was Dhirubhai's very own signature style. Whenever I went to meet him and if on that day, all the time that he could spare me was a short walk up to his car, he would instantly put his arm around me and proceed to discuss the issues at hand as we walked.
With that one simple gesture, he managed to achieve many things. I was put at ease instantaneously. I was made to feel like an equal who was loved and important enough to be considered close to him. And I would walk away from that meeting feeling so good about myself and the work I was doing!
This tendency that he had, to draw people towards him, manifested itself in countless ways. This was just one of them. He would never, ever exude an air of aloofness and exclusivity. He was always inviting people into sharing their thoughts and ideas, rather than shutting them out.
On hindsight I think, it must have required phenomenal generosity of spirit to be that inclusive. Yes, this was one of the things that was uniquely Dhirubhai -- that warm arm around my shoulder that did much more than words in letting me know that I belonged, that I had his trust, and that I had him on my side!
8. The Dhirubhai theory of Supply creating Demand
He was not an MBA. Nor an economist. But yet he took traditional market theory and stood it on its head. And succeeded.
Yes, at a time when everyone in India would build capacities only after a careful study of market expectations, he went full steam ahead and created giants of manufacturing plants with unbelievable capacites. (Initial cap of Reliance Patalganga was 10,000 tonnes of PFY way back in 1980, while the market in India for it was approx. 6000 tonnes).
No doubt his instinct was backed by years and years of reading, studying market trends, careful listening and his own honed capacity to forecast, but yet despite all this preparation, it required undeniable guts to pioneer such a revolutionary move.
The consequence was that the market blossomed to absorb supply, the consumer benefited with prices crashing down, the players increased and our economic landscape changed for the better. The Patalganga plant was in no time humming at maximum capacity and as a result of the plant's economies of scale, Dhirubhai's conversion cost of the yarn in 1994 came down to 18 cents per pound, as compared to Western Europe's 34 cents, North America's 29 cents and the Far East's 23 cents and Reliance was exporting the yarn back to the US!
A more recent example was that of Mukesh Ambani taking this vision forward with Reliance Infocomm (which is now handled by Anil Ambani). In India's mobile telephony timeline there will always be a very clear 'before Infocomm and after Infocomm' segmentation. The numbers say it all. In Jan 2003, the mobile subscriber base was 13 million, about 16 months later, shortly after the launch, it had reached 30 million.
In March 2006, it has touched 90 million ! Yes, this was yet another unusual skill of Dhirubhai's -- his uncanny knack of knowing exactly how the market is going to behave.
9. Money is not a product by itself, it is a by-product, so don't chase it
This was a belief by which Dhirubhai lived all his life. For instance when he briefed me about setting up Mudra, his instruction was clear: 'Produce the best textile advertising in the country,' he said.
He did not breathe a word about profits, nor about becoming the richest ad agency in the country. Great advertising was the goal that he set for me. A by-product is something that you don't set out to produce. It is the spin off when you create something larger.
When you turn logs into lumber, sawdust is your by-product and a pretty lucrative one it can be too! It is a very simple analogy but extremely effective in driving the point home. Work toward a goal beyond your bank balance.
Success in attaining that goal will eventually ring in the cash. For instance, if you work towards creating a name for yourself and earning a good reputation, then money is a logical outcome.
People will pay for your product or service if it is good. But if you get your priorities slightly mixed up, not only will the money you make remain just a quick buck it would in all likelihood blacklist you for good. Sounds too simplistic for belief? Well, look around you and you will know exactly how true it is.
Hari Nair
Outstanding Performance Professional
The Outstanding Performance Professionalby Harold D. Stolovitch, Ph.D.What makes an outstanding performance professional? This is the question we at HSA Learning & Performance Solutions posed to a number of recognized experts during interviews at a variety of conferences. They worked in specialty areas such as human resource management, human resource development, organizational development, organizational effectiveness, performance consulting and learning and development. After sorting and collating responses, what emerged was a remarkable consensus about 10 characteristics shared by exceptional talent and HR leaders.Outstanding Performance Professionals' CharacteristicsThe following 10 characteristics of outstanding workplace performance specialists detail the value they can bring to both organizational clients and the talented performers who make up the organizations' workforce:1. Focused on client need: Exemplary performance professionals never lose sight of the primary mission: valued performance. They are not swayed by enthusiasms or constraints. They ably separate wants and whims from true needs and stick to required outcomes despite pressures.2. Cause-conscious, not solution-focused: The performance professional is an analytic and systematic investigator. This leads to decision making based on data, hard evidence and a thorough sifting of facts. As a result, solutions are derived from cause, not opinion.3. Systemic thinkers: This means outstanding performance professionals view workplace and talent gaps holistically. They anticipate how change in one area affects others. Single, simple solutions, while attractive, rarely achieve long-term performance improvement. The system view weaves together a web of interventions that are mutually supportive.4. Appropriately involve others: Successful performance professionals seek out complementary skills, experiences and power sources to support an effort, such as those of authority figures, knowledgeable individuals and union representatives. They draw strength from diversity. They are project orchestra leaders.5. Organized, rigorous and prudent: The true performance professional lets data and credible evidence speak for itself. This characteristic builds trust with management, clients and stakeholders. It increases support for a project and smoothes the way for work to progress. It also enhances the belief that solution recommendations will deliver as promised due to data-based decisions and actions.6. Sensitive to the need for verifying perceptions: Careful performance professionals continuously conduct reality checks with reliable people. They double and even triple-test interpretations. By frequently checking and rechecking understandings, they ensure the project is on the right track. Investments in "verifying time" are worthwhile because they negate the need for rework and can eliminate the ill feelings that result from misinterpretation.7. Sort out and maintain a firm hand on priorities: This results in adherence to business needs. A byproduct is protection from spontaneously appearing miracle-cure seductions. All projects have the potential to slip off course because of new, exciting "discoveries" reported to clients. It demands skill and wisdom to absorb new information while maintaining goal focus. The ability to suppress distractions, including faddish hype and the latest and greatest technological marvel, is a major asset.8. Diplomatic and credible: Being able to overcome resistance without antagonizing, while convincing decision makers and team members to remain on track has powerful payoff. This characteristic takes the edge off rejection of nonessential recommendations. It fosters smoother implementation of talent interventions and the attainment of performance goals without bitterness.9. Generous in giving credit to others: By highlighting other people's accomplishments and sharing in success rewards and recognition, performance professionals achieve loyalty to the project. They also draw out the best from all players.10. Principled, yet flexible: True performance professionals stick to bottom-line outcomes. They bend with pressures and constraints without deviating from the mission.[About the Author: Harold D. Stolovitch, Ph.D., CPT is a principal of HSA Learning & Performance Solutions LLC and is emeritus professor of instructional and performance technology at the Universite de Montreal.]
God left us a great clue as to what foods help what part of our body!God's Pharmacy! Amazing!
A sliced Carrot looks like the human eye. The pupil, iris and radiating lines look just like the human eye... and YES, science now shows carrots greatly enhance blood flow to and function of the eyes.
A Tomato has four chambers and is red. The heart has four chambers and is red. All of the res earch shows tomatoes are loaded with lycopine and are indeed pure heart and blood food.
Grapes hang in a cluster that has the shape of the heart. Each grape looks like a blood cell and all of the research today shows grapes are also profound heart and blood vitalizing food A Walnut looks like a little brain, a left and right hemisphere, upper cerebrums and lower cerebellums. Even the wrinkles or folds on the nut are just like the neo-cortex. We now know walnuts help develop more than three (3) dozen neuron-transmitters for brain function.
Kidney Beans actually heal and help maintain kidney function and yes, they look exactly like the human kidneys.
Celery, Bok Choy, Rhubarb and many more look just like bones. These foods specifically target bone strength. Bones are 23% sodium and these foods are 23% sodium. If you don't have enough sodium in your diet, the body pulls it from the bones, thus making them weak. These foods replenish the skeletal needs of the body.
Avocadoes, Eggplant and Pears target the health and function of the womb and cervix of the female - they look just like these organs. Today's research shows that when a woman eats one avocado a week, it balances hormones, sheds unwanted birth weight, and prevents c e rvical cancers. And how profound is this? It takes exactly nine (9) months to grow an avocado from blossom to ripened fruit. There are over 14,000 photolytic chemical constituents of nutrition in each one of these foods (modern science has only studied and named about 141 of them).
Figs are full of seeds and hang in twos when they grow. Figs increase the mobility of male sperm and increase the numbers of Sperm as well to overcome male sterility.
Sweet Potatoes look like the pancreas and actually balance the glycemic index of diabetics
Olives assist the health and function of the ovaries
Oranges, Grapefruits, and other Citrus fruits look just like the mammary glands of the female and actually assist the health of the breasts and the movement of lymph in and out of the breasts.
Onions look like the body's cells. Today's research shows onions help clear waste materials from all of the body cells. The y even produce tears which wash the epithelial layers of the eyes. A working companion, Garlic, also helps eliminate waste materials and dangerous free radicals from the body.
A sliced Carrot looks like the human eye. The pupil, iris and radiating lines look just like the human eye... and YES, science now shows carrots greatly enhance blood flow to and function of the eyes.
A Tomato has four chambers and is red. The heart has four chambers and is red. All of the res earch shows tomatoes are loaded with lycopine and are indeed pure heart and blood food.
Grapes hang in a cluster that has the shape of the heart. Each grape looks like a blood cell and all of the research today shows grapes are also profound heart and blood vitalizing food A Walnut looks like a little brain, a left and right hemisphere, upper cerebrums and lower cerebellums. Even the wrinkles or folds on the nut are just like the neo-cortex. We now know walnuts help develop more than three (3) dozen neuron-transmitters for brain function.
Kidney Beans actually heal and help maintain kidney function and yes, they look exactly like the human kidneys.
Celery, Bok Choy, Rhubarb and many more look just like bones. These foods specifically target bone strength. Bones are 23% sodium and these foods are 23% sodium. If you don't have enough sodium in your diet, the body pulls it from the bones, thus making them weak. These foods replenish the skeletal needs of the body.
Avocadoes, Eggplant and Pears target the health and function of the womb and cervix of the female - they look just like these organs. Today's research shows that when a woman eats one avocado a week, it balances hormones, sheds unwanted birth weight, and prevents c e rvical cancers. And how profound is this? It takes exactly nine (9) months to grow an avocado from blossom to ripened fruit. There are over 14,000 photolytic chemical constituents of nutrition in each one of these foods (modern science has only studied and named about 141 of them).
Figs are full of seeds and hang in twos when they grow. Figs increase the mobility of male sperm and increase the numbers of Sperm as well to overcome male sterility.
Sweet Potatoes look like the pancreas and actually balance the glycemic index of diabetics
Olives assist the health and function of the ovaries
Oranges, Grapefruits, and other Citrus fruits look just like the mammary glands of the female and actually assist the health of the breasts and the movement of lymph in and out of the breasts.
Onions look like the body's cells. Today's research shows onions help clear waste materials from all of the body cells. The y even produce tears which wash the epithelial layers of the eyes. A working companion, Garlic, also helps eliminate waste materials and dangerous free radicals from the body.
Wednesday, August 6, 2008
Teaching and Learning
Best way of teaching is by learning.
When we learn we are open to exploring, analysing and ready to find something new to add to what is known. Instead of learning quietly one can make it learning openly, allowing others to observe and react and aid in learning. To start and sustain the process of open learning one needs to have courage to ensure that our fears do not come in the way. Fear of loosing higher pedestal, respect, job, opportunity etc.
When people around us observe this method of learning, they become interested, find it easy to communicate and join the process.
When we start teaching we assume the position of a speaker. Our thoughts start reverberating in the mind space and it becomes difficult to listen. Hence it becomes a monologue. Without listening it is not possible to learn or make others learn since during the process the communication is most of the time one way.
While teaching we also assume a position of knowing all about it. Since knowledge on any subject is never finite this position is a false position and therefore obstructs learning.
In any learning environment the participants are at different levels of knowledge. There is no one completely ignorant and will have some impressions in his mind (leaving aside the jargons) if not the reservoir of information. At the same time there is no one who has complete and final knowledge since knowledge is infinite. The knowledge should be allowed to flow freely in order to enrich from each mind and become more substantial.
The one who takes the responsibility to conduct the learning session needs to only share his knowledge and provide direction so that the contributions from everyone remain relevant.
When we learn we are open to exploring, analysing and ready to find something new to add to what is known. Instead of learning quietly one can make it learning openly, allowing others to observe and react and aid in learning. To start and sustain the process of open learning one needs to have courage to ensure that our fears do not come in the way. Fear of loosing higher pedestal, respect, job, opportunity etc.
When people around us observe this method of learning, they become interested, find it easy to communicate and join the process.
When we start teaching we assume the position of a speaker. Our thoughts start reverberating in the mind space and it becomes difficult to listen. Hence it becomes a monologue. Without listening it is not possible to learn or make others learn since during the process the communication is most of the time one way.
While teaching we also assume a position of knowing all about it. Since knowledge on any subject is never finite this position is a false position and therefore obstructs learning.
In any learning environment the participants are at different levels of knowledge. There is no one completely ignorant and will have some impressions in his mind (leaving aside the jargons) if not the reservoir of information. At the same time there is no one who has complete and final knowledge since knowledge is infinite. The knowledge should be allowed to flow freely in order to enrich from each mind and become more substantial.
The one who takes the responsibility to conduct the learning session needs to only share his knowledge and provide direction so that the contributions from everyone remain relevant.
The ABC of Life Leads to DEFGH
You are special, you are different
Your are a pleasant present to the world.
You are a unique gift and one of a kind.
Your life is actually lived in your mind.
Count your blessings, not your troubles.
since troubles are like passing clouds!
And solutions are very much WithIN you
Understand your behaviour, gain an attitude of courage, be strong and win within.
Enable your powers, not be limited by problems.
Dream big and positive and you work on them relentlessly.
Change your beliefs and change your life.
Reach for your peak, your purpose and your rewards.
Anxiety and worry are all about past and future
The longer one carries a problem the heavier it gets.
Learn to live in the present and that is the best gift
Live a life of serenity, not a life of regrets.
Love is about giving and forgiving
Not getting and forgetting!
Love is unconditional and not a bargain
Love yourself so that others love you too.
It is never too late to take the first step.
One step is better than no step at all
Do a little bit extra with ordinary things to make it extraordinary
Work on your uncommon asset - the common sense!
The ABC of life leads to DEFGH-
Attitudes, Behaviours & Competencies leads to Development & Empowerment for Future Growth & Happiness.
Your are a pleasant present to the world.
You are a unique gift and one of a kind.
Your life is actually lived in your mind.
Count your blessings, not your troubles.
since troubles are like passing clouds!
And solutions are very much WithIN you
Understand your behaviour, gain an attitude of courage, be strong and win within.
Enable your powers, not be limited by problems.
Dream big and positive and you work on them relentlessly.
Change your beliefs and change your life.
Reach for your peak, your purpose and your rewards.
Anxiety and worry are all about past and future
The longer one carries a problem the heavier it gets.
Learn to live in the present and that is the best gift
Live a life of serenity, not a life of regrets.
Love is about giving and forgiving
Not getting and forgetting!
Love is unconditional and not a bargain
Love yourself so that others love you too.
It is never too late to take the first step.
One step is better than no step at all
Do a little bit extra with ordinary things to make it extraordinary
Work on your uncommon asset - the common sense!
The ABC of life leads to DEFGH-
Attitudes, Behaviours & Competencies leads to Development & Empowerment for Future Growth & Happiness.
BE UNREASONABLE
BE UNREASONABLE
One of my favorite quotes comes from George Bernard Shaw, who noted , " The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man." Please think about that idea for a moment. I suggest it's a big one.
Sure, be practical and operate intelligently as you move through your world. I agree, its important to use common sense. True, foolish risks can lead to difficult consequences. But having said that, don't be so scared of failure and disappointment that you fail to dream. Don't always be so reasonable and practical and sensible that you refuse to seize glorious opportunities when they show up. Pust the envelope as to whats possible for you. Remember, critics have always laughed at the visions of bold thinkers and remarkable visionaries. Ignore them. And know that every outstanding piece of human progress was achieved through the heroic efforts of someone who was told their idea was impossible to realize. The world needs more dreamers. Unreasonable souls who fight the urge to be ordinary . Who resist the seduction of complacency and doing things the way they have always been done.You can be one of them . Beginning today.
Kahlil Gibran, in The Prophet, made the point far more beautifully than I ever could, when he wrote, " The lust for comfort murders the passion of the soul."
One of my favorite quotes comes from George Bernard Shaw, who noted , " The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man." Please think about that idea for a moment. I suggest it's a big one.
Sure, be practical and operate intelligently as you move through your world. I agree, its important to use common sense. True, foolish risks can lead to difficult consequences. But having said that, don't be so scared of failure and disappointment that you fail to dream. Don't always be so reasonable and practical and sensible that you refuse to seize glorious opportunities when they show up. Pust the envelope as to whats possible for you. Remember, critics have always laughed at the visions of bold thinkers and remarkable visionaries. Ignore them. And know that every outstanding piece of human progress was achieved through the heroic efforts of someone who was told their idea was impossible to realize. The world needs more dreamers. Unreasonable souls who fight the urge to be ordinary . Who resist the seduction of complacency and doing things the way they have always been done.You can be one of them . Beginning today.
Kahlil Gibran, in The Prophet, made the point far more beautifully than I ever could, when he wrote, " The lust for comfort murders the passion of the soul."
The Brain Science of Persuasion: 7 Automatic Triggers
People make two major mistakes when trying to persuade others:
1. Using the argument that would work best on themselves
2. Overestimating the power of logic and rationality
The scientific study of persuasion has continued for more than half a century, yet executives across all fields make presentations based on these faulty assumptions.
Instead of researching what makes people buy or make decisions, they ask themselves, "What would motivate me to participate in this program or buy this product?"
When learning economics, finance and management, executives refer to outside experts to achieve a level of competence. But when it comes to persuasion skills, most believe they already possess an intuitive understanding of psychological principles, simply by virtue of living life and interacting with others. Consequently, they’re less likely to consult psychological research on how people make decisions.
This overconfidence leads many executives, managers and salespeople to miss opportunities for improving their presentations and efforts to influence others.
The fact is, persuasion can be defined, learned and successfully incorporated into anyone’s communication abilities. It doesn’t matter if you work in sales, marketing or another field directly related to persuasion. Every leader or manager depends on getting things done through others.
Getting Things Done Through Others
Personal and organizational success hinges on how well you persuade people to willingly follow your directions. Your boss may give you specific powers, but execution and results come from successfully influencing others.
So, what have we learned about the process of persuasion that we didn’t know before? What does brain science tell us about the natural processes of decision-making and being influenced? What can we learn to become better persuaders?
Actually, we’ve discovered a great deal in the last 10 to 15 years about how the human brain processes information. With the recent advent of live, real-time brain-imaging technology, we can now look at what happens inside the brain as we process information, make decisions and respond to others.
It’s important to emphasize that our brain isn’t similar to a computer. Author and neuroscientist Richard Restak, MD, puts it this way:
• "We are not thinking machines, we are feeling machines that think." (The Secret Life of the Brain)
• "Your brain is not a logic machine. As it turns out, emotions and feelings about something or someone occur before you’ve made any attempt at conscious evaluation." (Mozart’s Brain and the Fighter Pilot)
Feelings First, Logic Later
Most of us try to persuade by using our best arguments, best data, logical flow charts and rationality to generate the thinking, decisions and actions we seek. Business leaders still believe everyone relies heavily on logic and reason to make decisions. We’ve traditionally believed that emotion wreaks havoc on rationality, especially in business.
As science evolves, we’re starting to realize that emotions come first. Not only do they guide our decisions and actions, but we’re incapable of making decisions without them.
We use the emotional parts of our brain to make rational decisions. Emotional context helps us make the best choices, often in a split second, long before the rational centers of the brain are even activated.
It’s estimated that managers spend 80 percent of their time communicating with others, trying to persuade them to accomplish what needs to be done. But how well have leaders and managers understood how humans process information and make decisions?
Perhaps we should pay attention to what the new brain science tells us about persuasion.
Ethos, Logos and Pathos
Aristotle identified the three basic elements of every persuasive argument:
• Ethos — the credibility, knowledge, expertise, stature and authority of the person trying to persuade
• Logos — the appeal of logic, reason, cognitive thinking, data and facts
• Pathos — the appeal to the emotions; the non-cognitive, non-thinking motivations that affect decisions and actions
These elements are the powerful cornerstones of every persuasive argument or presentation. They aren’t weighted equally, however, and therein lies the hidden secret of unlocking your persuasive powers.
The Secret Key to Unlocking Persuasive Powers
If we pay attention only to these three keys, we still won’t unlock the full potential of our persuasive powers.
Research on the brain during decision-making reveals that we respond to persuasive attempts either analytically or automatically.
Those who respond analytically use a reasoned evaluative approach to come to a decision, but this requires enormous mental energy. The brain uses up reserves of glucose and calories whenever it evaluates. And because it’s human nature to conserve energy, most of us won’t respond with the extra effort required to be analytical.
In fact, most people slip into automatic response mode whenever possible. We avoid cognitive evaluation because it’s hard work. This doesn’t mean we’re lazy; it’s actually a primitive survival instinct. We automatically take the easy way to conserve energy in case we’re attacked or threatened.
That’s why most people don’t act on logic and reason. We make emotional decisions and then justify them with logic and reason.
The Brain’s Trigger Center
If we had to evaluate every decision before acting, we’d be exhausted. Instead, we rely on the limbic system and our brain’s center for emotions and memories, the amygdala. This part of the brain acts as our personal navigation system, with an internal data bank of triggers.
The more complicated and sophisticated our lives become, the more we rely on simple ways to make decisions and get through each day — a key concept in Malcolm Gladwell’s book Blink. Smart managers, leaders and marketers understand this need.
This doesn’t mean you can skip logical arguments, but it does place less emphasis on reason and more on emotion. When you understand that people want to make rapid, automatic and accelerated decisions, you can make it easier on those you’re trying to influence and increase your success at persuasion.
How do we generate automatic influence? With triggers. Everybody has them. A trigger is any stimulus that will help us make a non-thinking decision or action. A trigger activates a person’s immediate compliance to an attempt to influence.
We are preprogrammed to comply with requests when a trigger is activated. It’s simply a shortcut to avoid the pain and effort of mental activity.
Each of us has infinite triggers, and some are universal. Research has identified seven super triggers. Once you understand them, you’ll see them everywhere — in every request you make, email you write and TV commercial you watch.
Seven Super Triggers
These triggers help us quickly sense and feel the best decision or action to take. They allow us to navigate paths that would be overwhelming and unmanageable if we had to constantly employ cognitive thought.
Most of us, especially marketing people, understand the trigger of benefits. Appeal to what people want, and talk to them in terms of solving a problem or filling a need. This is part of the hope trigger. But it’s only one limited approach. You can improve your chances of persuasion success by using more than one trigger.
Let’s examine the seven triggers that automatically influence others.
1. The Friendship Trigger
We are more easily influenced by people we like, and liking is a prerequisite for the other triggers. Friendship generates trust, and trust activates a strong internal trigger. This is the basis of the marketing axiom "people buy from people they know, like and trust." The best way to activate friendship is through similarity. Find connections and common interests, and listen to the people you wish to influence.
2. The Authority Trigger
We respond with unthinking, automatic compliance to those we believe have authority, credibility and power. Managers and leaders may think they have authority by virtue of their position, but without the likeability factor, this trigger is weakened. The authority trigger works because we assume the person in position of authority has done the evaluation work for us.
3. The Consistency Trigger
Our internal guidance system compels us to be consistent in the way we see ourselves and the peers we admire. We are slaves to consistency and conformity; in fact, these drives are hard-wired into our brain, governed by the amygdala.
The research is clear: Decisions are emotion based. When it’s time to make a decision, we call up an emotional memory that’s similar to the situation at hand, and we’re guided in the same direction.
4. The Reciprocity Trigger
One of the strongest, most universal internal triggers is the law of giving and receiving, or quid pro quo. Reciprocity is the well-documented psychological desire to give back to someone who has given us a gift. It’s another automatic response hard-wired into our brains. Marketers have been using bonus gifts and free samples for years.
5. The Contrast Trigger
Framing a proposition so it appears more desirable than an alternative is a proven automatic compliance technique. How you frame the proposal is critical: Always present the most onerous approach first, followed by what you really want.
6. The Reason Why Trigger
The brain looks for shortcuts to doing mental work. When you present a valid reason to accept a proposition, you achieve compliance. This concept has been successfully applied in myriad situations, and we know it works because we’ve seen the neural networks in the brain’s decision-making process. The amygdala seems to accept any valid reason and doesn’t bother to send the information to the cerebral cortex. When you provide a reason, you persuade successfully.
7. The Hope Trigger
Hope motivates all human activity. We are easily persuaded by those who understand our hopes, wishes and dreams. This is one of the strongest persuaders, underlying all others. We hope our decisions and actions will somehow improve our lives and status, helping us to become more successful and happy. Once we perceive an opportunity to satisfy our hopes, we seldom rely on rational, cognitive thought or logic before we act.
The constant desire for happiness is the foundation for the omnipotent hope trigger. Among the best examples are get-rich-quick scams, gambling and lotteries. The vitamin and cosmetic industries thrive because of the strong hopes and desires their marketing messages trigger. Not a shred of logic or reason is employed in weighing the odds.
Six Steps to a Persuasive Presentation
Virtually everything we communicate is a proposal of sorts. All persuasive communication hopes to move someone to do something. The best way to accomplish this is to use the brain’s natural processes.
We make most decisions based on the amygdala’s initial emotional response. If we deal with rationality and logic, it’s to reinforce these emotional decisions with logical information sent after the fact to the prefrontal cortex.
A properly framed presentation will be more easily understood and acted upon by the brain. Here’s a proposed outline for framing a successful presentation that persuades others to act in the direction you desire:
1. Write down your persuasion goal, what you hope to accomplish, what you expect others to do and the ideal time frame.
2. List the questions you’ll ask your audience to determine their perceptions on the issue.
3. List each of the seven internal triggers. Under each one, list every possible item that could apply. Select and prioritize the three or four triggers best suited to the situation.
4. Frame your presentation with the beginning and ending that have the highest impact. The friendship trigger, coupled with the reciprocity trigger, is a great start. You’ll also want early application of the authority trigger.
5. The body of the proposal, including the logic and data, will follow the other trigger information. Minimal application of logic and data will reinforce a positive decision.
6. Finally, frame your closure by defining precisely what you want your audience to do, and determine how you will ask for this action.
1. Using the argument that would work best on themselves
2. Overestimating the power of logic and rationality
The scientific study of persuasion has continued for more than half a century, yet executives across all fields make presentations based on these faulty assumptions.
Instead of researching what makes people buy or make decisions, they ask themselves, "What would motivate me to participate in this program or buy this product?"
When learning economics, finance and management, executives refer to outside experts to achieve a level of competence. But when it comes to persuasion skills, most believe they already possess an intuitive understanding of psychological principles, simply by virtue of living life and interacting with others. Consequently, they’re less likely to consult psychological research on how people make decisions.
This overconfidence leads many executives, managers and salespeople to miss opportunities for improving their presentations and efforts to influence others.
The fact is, persuasion can be defined, learned and successfully incorporated into anyone’s communication abilities. It doesn’t matter if you work in sales, marketing or another field directly related to persuasion. Every leader or manager depends on getting things done through others.
Getting Things Done Through Others
Personal and organizational success hinges on how well you persuade people to willingly follow your directions. Your boss may give you specific powers, but execution and results come from successfully influencing others.
So, what have we learned about the process of persuasion that we didn’t know before? What does brain science tell us about the natural processes of decision-making and being influenced? What can we learn to become better persuaders?
Actually, we’ve discovered a great deal in the last 10 to 15 years about how the human brain processes information. With the recent advent of live, real-time brain-imaging technology, we can now look at what happens inside the brain as we process information, make decisions and respond to others.
It’s important to emphasize that our brain isn’t similar to a computer. Author and neuroscientist Richard Restak, MD, puts it this way:
• "We are not thinking machines, we are feeling machines that think." (The Secret Life of the Brain)
• "Your brain is not a logic machine. As it turns out, emotions and feelings about something or someone occur before you’ve made any attempt at conscious evaluation." (Mozart’s Brain and the Fighter Pilot)
Feelings First, Logic Later
Most of us try to persuade by using our best arguments, best data, logical flow charts and rationality to generate the thinking, decisions and actions we seek. Business leaders still believe everyone relies heavily on logic and reason to make decisions. We’ve traditionally believed that emotion wreaks havoc on rationality, especially in business.
As science evolves, we’re starting to realize that emotions come first. Not only do they guide our decisions and actions, but we’re incapable of making decisions without them.
We use the emotional parts of our brain to make rational decisions. Emotional context helps us make the best choices, often in a split second, long before the rational centers of the brain are even activated.
It’s estimated that managers spend 80 percent of their time communicating with others, trying to persuade them to accomplish what needs to be done. But how well have leaders and managers understood how humans process information and make decisions?
Perhaps we should pay attention to what the new brain science tells us about persuasion.
Ethos, Logos and Pathos
Aristotle identified the three basic elements of every persuasive argument:
• Ethos — the credibility, knowledge, expertise, stature and authority of the person trying to persuade
• Logos — the appeal of logic, reason, cognitive thinking, data and facts
• Pathos — the appeal to the emotions; the non-cognitive, non-thinking motivations that affect decisions and actions
These elements are the powerful cornerstones of every persuasive argument or presentation. They aren’t weighted equally, however, and therein lies the hidden secret of unlocking your persuasive powers.
The Secret Key to Unlocking Persuasive Powers
If we pay attention only to these three keys, we still won’t unlock the full potential of our persuasive powers.
Research on the brain during decision-making reveals that we respond to persuasive attempts either analytically or automatically.
Those who respond analytically use a reasoned evaluative approach to come to a decision, but this requires enormous mental energy. The brain uses up reserves of glucose and calories whenever it evaluates. And because it’s human nature to conserve energy, most of us won’t respond with the extra effort required to be analytical.
In fact, most people slip into automatic response mode whenever possible. We avoid cognitive evaluation because it’s hard work. This doesn’t mean we’re lazy; it’s actually a primitive survival instinct. We automatically take the easy way to conserve energy in case we’re attacked or threatened.
That’s why most people don’t act on logic and reason. We make emotional decisions and then justify them with logic and reason.
The Brain’s Trigger Center
If we had to evaluate every decision before acting, we’d be exhausted. Instead, we rely on the limbic system and our brain’s center for emotions and memories, the amygdala. This part of the brain acts as our personal navigation system, with an internal data bank of triggers.
The more complicated and sophisticated our lives become, the more we rely on simple ways to make decisions and get through each day — a key concept in Malcolm Gladwell’s book Blink. Smart managers, leaders and marketers understand this need.
This doesn’t mean you can skip logical arguments, but it does place less emphasis on reason and more on emotion. When you understand that people want to make rapid, automatic and accelerated decisions, you can make it easier on those you’re trying to influence and increase your success at persuasion.
How do we generate automatic influence? With triggers. Everybody has them. A trigger is any stimulus that will help us make a non-thinking decision or action. A trigger activates a person’s immediate compliance to an attempt to influence.
We are preprogrammed to comply with requests when a trigger is activated. It’s simply a shortcut to avoid the pain and effort of mental activity.
Each of us has infinite triggers, and some are universal. Research has identified seven super triggers. Once you understand them, you’ll see them everywhere — in every request you make, email you write and TV commercial you watch.
Seven Super Triggers
These triggers help us quickly sense and feel the best decision or action to take. They allow us to navigate paths that would be overwhelming and unmanageable if we had to constantly employ cognitive thought.
Most of us, especially marketing people, understand the trigger of benefits. Appeal to what people want, and talk to them in terms of solving a problem or filling a need. This is part of the hope trigger. But it’s only one limited approach. You can improve your chances of persuasion success by using more than one trigger.
Let’s examine the seven triggers that automatically influence others.
1. The Friendship Trigger
We are more easily influenced by people we like, and liking is a prerequisite for the other triggers. Friendship generates trust, and trust activates a strong internal trigger. This is the basis of the marketing axiom "people buy from people they know, like and trust." The best way to activate friendship is through similarity. Find connections and common interests, and listen to the people you wish to influence.
2. The Authority Trigger
We respond with unthinking, automatic compliance to those we believe have authority, credibility and power. Managers and leaders may think they have authority by virtue of their position, but without the likeability factor, this trigger is weakened. The authority trigger works because we assume the person in position of authority has done the evaluation work for us.
3. The Consistency Trigger
Our internal guidance system compels us to be consistent in the way we see ourselves and the peers we admire. We are slaves to consistency and conformity; in fact, these drives are hard-wired into our brain, governed by the amygdala.
The research is clear: Decisions are emotion based. When it’s time to make a decision, we call up an emotional memory that’s similar to the situation at hand, and we’re guided in the same direction.
4. The Reciprocity Trigger
One of the strongest, most universal internal triggers is the law of giving and receiving, or quid pro quo. Reciprocity is the well-documented psychological desire to give back to someone who has given us a gift. It’s another automatic response hard-wired into our brains. Marketers have been using bonus gifts and free samples for years.
5. The Contrast Trigger
Framing a proposition so it appears more desirable than an alternative is a proven automatic compliance technique. How you frame the proposal is critical: Always present the most onerous approach first, followed by what you really want.
6. The Reason Why Trigger
The brain looks for shortcuts to doing mental work. When you present a valid reason to accept a proposition, you achieve compliance. This concept has been successfully applied in myriad situations, and we know it works because we’ve seen the neural networks in the brain’s decision-making process. The amygdala seems to accept any valid reason and doesn’t bother to send the information to the cerebral cortex. When you provide a reason, you persuade successfully.
7. The Hope Trigger
Hope motivates all human activity. We are easily persuaded by those who understand our hopes, wishes and dreams. This is one of the strongest persuaders, underlying all others. We hope our decisions and actions will somehow improve our lives and status, helping us to become more successful and happy. Once we perceive an opportunity to satisfy our hopes, we seldom rely on rational, cognitive thought or logic before we act.
The constant desire for happiness is the foundation for the omnipotent hope trigger. Among the best examples are get-rich-quick scams, gambling and lotteries. The vitamin and cosmetic industries thrive because of the strong hopes and desires their marketing messages trigger. Not a shred of logic or reason is employed in weighing the odds.
Six Steps to a Persuasive Presentation
Virtually everything we communicate is a proposal of sorts. All persuasive communication hopes to move someone to do something. The best way to accomplish this is to use the brain’s natural processes.
We make most decisions based on the amygdala’s initial emotional response. If we deal with rationality and logic, it’s to reinforce these emotional decisions with logical information sent after the fact to the prefrontal cortex.
A properly framed presentation will be more easily understood and acted upon by the brain. Here’s a proposed outline for framing a successful presentation that persuades others to act in the direction you desire:
1. Write down your persuasion goal, what you hope to accomplish, what you expect others to do and the ideal time frame.
2. List the questions you’ll ask your audience to determine their perceptions on the issue.
3. List each of the seven internal triggers. Under each one, list every possible item that could apply. Select and prioritize the three or four triggers best suited to the situation.
4. Frame your presentation with the beginning and ending that have the highest impact. The friendship trigger, coupled with the reciprocity trigger, is a great start. You’ll also want early application of the authority trigger.
5. The body of the proposal, including the logic and data, will follow the other trigger information. Minimal application of logic and data will reinforce a positive decision.
6. Finally, frame your closure by defining precisely what you want your audience to do, and determine how you will ask for this action.
Tuesday, August 5, 2008
Planning a Workshop - Organizing and Running a Successful Event
Anyone who has ever planned a workshop will tell you that it's a big job. And planning a good one? Well, that takes organization, focus, and a lot of creativity.Running a workshop is useful whenever you need a group of people to DO something together, rather than just report on what they’ve done. Examples include bringing experts together to solve complex problems, designing sophisticated processes that need the input of many different people, and making decisions that take into account the views of different individuals and groups. Some people HATE going to workshops. Done wrong, they can be a huge waste of time and money. However, if they're planned well, they can be incredibly valuable for everyone involved. This is why advance planning is critical.
So how do you prepare for a workshop that will be not only relevant and productive, but memorable as well?
Before the WorkshopFollow these steps to make sure your workshop is a valuable experience for everyone:
Step 1: Define the Goals Every workshop must have a goal. Do you need to improve your company's hiring procedures? Do you want to teach managers how to be better organizers? Do you need to do some team building with a newly formed team? Many workshops are a waste of time because there's no clear goal kept at the center of the discussion. Without this clear goal, there's really no point in getting people together.
Step 2: Decide Who Will AttendKnowing who will attend directly relates to your objective. For example, if your workshop's goal is to develop a detailed solution to a problem, then you probably want 10 or fewer key attendees. If your goal is centered on education, then you might be happy with a much larger group, which divides into smaller groups for discussion.Make a list of the people who need to be there. Try to be as specific as possible, but leave a few openings for last-minute additions.
Step 3: Choose the Right LocationIf you have 10 attendees, then the conference room down the hall will probably be just fine. But if you have 50 people, you may have to find an outside location that's large enough.Think about the logistics and practical details of your workshop when you choose the location. Will everyone be able to see your visual aids? If you need a certain technology, like teleconferencing, will the location support it? Are there appropriate facilities for breakout sessions? Will everyone be able to reach the venue? Will you need to organize accommodation for people who are coming from a long way away? And what catering facilities does the venue provide?
Step 4: Create an AgendaNow that you know your primary objective and who will attend, you can start to develop an outline of how you'll achieve the workshop's goal.
Main Points - Create a list of main points to discuss, and then break down each larger point into details that you want to communicate to your audience.
Visual Aids - List the visual aids, if any, you'll use for each point. If you need technical support, this helps the people providing it to determine where they need to focus their efforts.
Discussions & Activities - Take time to list exactly which group discussions and activities you'll have at which point in the workshop. How much time will you allow for each exercise? Make sure your activities are appropriate for the size of the group, and ensure that your venue has the resources (for example, seminar rooms) needed to run sessions.
Remember, the more detailed your plan, the more you'll ensure that your workshop will run to schedule - and be successful.
Step 5: Develop a Follow-up PlanThe only way to find out if your workshop was a success is to have an effective follow-up plan. Create a questionnaire to give to all participants at the end of the event, and give them plenty of opportunity to share their opinions on how well it went. Although this can be a bit scary, it's the only way to learn - and improve - for the next time.It's also important to have a plan to communicate the decisions that were reached during the workshop. Will you send out a mass email to everyone with the details? Will you put it on your company's intranet? People need to know that their hard work actually resulted in a decision or action, so keep them informed about what's happening after the workshop has ended.
During the Workshop - Getting People Involved
Once you have a solid advance plan, figure out how to bring some excitement into your event. You know the topics that you want to cover, but how will you make the information fun and memorable for your team?Getting everyone involved is key to a successful workshop. If you stand up and talk for three hours, you're just giving a lecture - not facilitating a workshop. Everyone needs to participate.Creating group exercises is different for each workshop. Keep these tips in mind:
Many people are nervous about speaking up in an unfamiliar group. If you plan group exercises, keep the size of each group small, so people are more comfortable talking and interacting.
Mix up different types of people in each group. For example, if several departments participate in your workshop, don't put members of the same department in their own group. By encouraging people to interact with other departments, they can learn to look at things from different perspectives.
Determine how you'll record the ideas from each group. Will participants shout them out while you write them down? Or will they write down their own ideas and then give them to you? This is a small, but important, detail that's often overlooked.
If you have five or fewer groups, spend time allowing the entire team to evaluate the ideas from each smaller group. This is a great way to narrow down your list of ideas, and let the good ones really shine.
Remember; spend as much time as you can create fun and interesting group exercises. These will likely keep everyone interested and participating.
Overall Workshop Tips
Here are some more ideas for running a successful workshop:
If you plan the meeting, you may want to facilitate it as well. Learn how to do this effectively in The Role of a Facilitator.
Start the meeting with a few Icebreakers to get everyone relaxed and comfortable.
If your workshop's goal is to address a difficult or sensitive topic, it's especially important to get the group comfortable before starting. One way is to tell a story that's loosely related to the topic before you begin discussing the difficult issue.
Sometimes, not everyone has to stay for the entire workshop. For instance, the CEO might be too busy to attend the whole session. Identify which sections your busiest participants need to attend, and suggest in advance when they might want to arrive and leave. They'll appreciate your consideration.
Where possible, avoid holding your workshop after lunch, between 2:00 and 3:00 in the afternoon. For many people, this is their slowest, most unproductive time of day. Your group will probably be more energetic if you schedule the event in the morning or late afternoon. (If you have to run the workshop in the early afternoon, make sure there's plenty of strong coffee available!)
If your workshop's ultimate goal is to make a decision about something, the more people who attend, the less likely it is that you'll reach a decision. Here, try to keep the number of people attending to a minimum (for example, by issuing minutes after the event to people who are just interested.) It's also important to become familiar with the different strategies for team decision making. See our article on Organizing Team Decision Making to learn more.
Key Points:
There's no doubt that planning a great workshop is a lot of work. But if you spend time thinking through the details, everyone will get full value from the event. The workshop's goal should be at the center of all your planning. Creative exercises will get everyone relaxed and involved, and don't forget to follow up afterward: Although it can be scary to hear what people really thought of all your hard work, it's the only way you'll improve your next event.
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