The Failure Disease.

 People- As You THINK Yourself to SUCCESS !!

Go deep into your study of people. you will discover Unsuccessful people suffer from mind-deadening issues called "Negative Thoughts". Every failure has this disease in its advanced form.And most "average" persons have at least a mild form of  "Negative Thoughts"

You will discover that Negative Thoughts or Negative Mindsets explains the difference between the person who is going places and the person who barely achieves.

What does the Negative Thought trigger?

You will notice, eldest baby of Negative thoughts is "EXCUSES". And not just one or two but a series of Excuses - Why it cannot be done? How it is going to fail? Who all believe that this is impossible? and so on...

Study the lives of successful people and you will find - No Excuses at all.

I have not been able to come across or heard of any highly successful executive, military person, salesman, professional or any leader in his field who could not have found one or many excuses to hide behind.

• Roosevelt could have hidden behind his lifeless legs.
• Truman could have used "No College Education."
• Nelson Mandela was in jail for many decades
• Narendra Modi comes from a very humble background.

Like any disease, habit of giving Excuses keep becoming worse if not identified and corrected and treated properly.

Four Most Common forms of Excuses and their TREATMENTS:

1. I have Health Issues.
• Refuse to talk about your health.
• Refuse to worry about your health.
• Be genuinely grateful that your health is goo, as it is.
• Remind yourself often - It is better to ear out than to rust out.
2. I'm not intelligent Enough.
• Never under-estimate your own intelligence, and never over-estimate other's intelligence.
• Remind yourself daily - "Attitudes are more important than intelligence."
• Remember - Ability to think is of more importance than ability to memorize.
3. I'm too young or too old.
•  Look at your current age positively. Practice looking forward to new horizons and create the enthusiasm within.
• Compute how much productive time you ave left
• Invest your future time in doing what you really want to do. Practice - "I'm going to start now and my best years are ahead of me.
4. My Luck is always Bad.
• Accept the Law of Cause & Effect
• Don't be a Wishful thinker.
• Don't waste your mental muscles, mulling and strategising on effortless ways to win and be rich.

We come with One Life and Limited time. What we do with it depends on how we manage our mindset. Either we decide to waste our life making Excuses or We decide to make something of it

We decide for ourselves...

Relationship Management - Confronting The Unacceptable Behavior

The key to ensuring that confrontation produces positive outcomes - key to handling CONFRONTATION skillfully.

In most of our working environment, stress is laid on building better relationships with teams and individuals.And most of us make conscious effort to build and nurture relationships across. Despite your efforts and the efforts of your team members, someone may initiate or continue unacceptable behavior serious enough to warrant corrective action.

A final communication tool to ensure course correction of the unwanted behavior is that of CONFRONTING unacceptable behavior assertively. How you handle such situation is critical to your effectiveness and your goal of encouraging accountability.

How do you respond to the word CONFRONTATION?

For most people the word conjures images of unpleasant, angry, combative sessions in which participants are accusatory, judgmental, defensive and uncooperative with one another. Few people have positive associations with Confrontations.

Positive Side of Confrontation

As you would have realized, confrontation can benefit all concerned. If someone's behavior is creating problems for others, chances may be that the person may be completely unaware of it. And if no one is willing to say anything to him, his undesired behavior continues and possibly damages relationships.This lack of discussion and awareness can explain why "Ignore the undesirable, and reinforce the desirable" strategy may have failed at changing the behavior.

The key to ensuring that confrontation produces positive outcomes is handling the confrontation skillfully. Most people do not know how to do that because they have not received any training and they have not had any good role models from which to learn the skills. 

The CARING CONFRONTATION process involves four steps:

 1.  Identify the Behavior: Did you describe the situation in relation to te other person's characteristics?Did you use adjectives such as arrogant, lazy, passive, stupid...... If yes, you did what most people do. Typically, when we have difficulty dealing with another person, we consider the person to be a problem.

         If we define the person as the problem, we are likely to set out to change the other                 person in some way to resolve the difficulty.But we cannot change the people's                     personalities.We cannot change their core values or their lifelong attitudes.

        The behavior is where the problem lies. It is what the person does that we wish he did         not do, or it is what that person doesn't do that we wish he would do. It is basically                doing or not doing the behavior.

        You must identify the specific behavior and describe it to the other person in factual,            non-blaming language.

2.  Identify the Tangible Effects: Why is the other person's behavior a problem for you? Because the behavior results in or could result in undesirable impact upon you. How does the behavior affect you?Does it cost money that comes from your budget? Does it take time and effort away from the activities? Does it affect the quality of product you produce or the quality of service you provide? Does it distract others from being productive? and so on........

        More that one or two tangible effects often result from person's unacceptable behavior.         It is these concrete results that make the behavior unacceptable.

        If you can think of no concrete, tangible effects of the person's behavior, then you                probably disapprove of the behavior just because it is different from what you consider         appropriate. You are judging the behavior by your own standards, which is normal                human tendency, but it gives you much less reason to ask someone to change his                    behavior. People don't like others beliefs and standards imposed on them and there's a            strong probability that they might refuse to comply (heard of Teenager's Rebellion?)

        

        When you can explain to someone hos his behavior causes a tangible negative  impact         upon you, ten he is much more likely to change it. Idea is to provide a rationale rather            come up as an overbearing parent figure.

3.  Identify your Own Feelings: Whenever someone's behavior creates a problem, you are likely to respond emotionally. It is important to be aware of your feelings and to communicate to the other person.

        Many people find this aspect of confrontation challenging because few people learn            much about the emotional part of being human. Many people are unaccustomed to                identifying their own emotions or feelings.

        You may get a better feel for your emotional responses if your realise there are only            four basic human emotions - Mad, Sad, Glad and Scared. All the other words words         we use to describe feelings are simply degrees of intensity of one of these four, or                combination of two or more of these basic emotions.

4.  Identify the Change You Desire:  The final step is to identify - What kind of Change you Want. Do you simply want the person to stop using the behavior? Do you want a different behavior in place of unacceptable one? Do you want the other person to suggest a solution?

        The last question above is important. People are most likely to follow through and                implement a change they thought of themselves. If you allow other person to suggest a         solution after you have presented your case, you may discover that the other person            may come up with a better and acceptable solution. This is then ideal, since the other            person will have sense of ownership and is likely to be comfortable in implementing            the same.

As a Thumb Rule - Avoid using commands in a confrontation situation. Even directing or guiding personalities, may get the other person to rebel against your telling them what to do.

Most people will react more cooperatively when you ask them to change a behavior or ask for their ideas.

Relationship Management - Creating Rapport

As important as positive expectations are for successful relationships, they are not the only component. As a - manager/subordinate/peer/salesperson/client..- you will also want to establish rapport with individuals in your environment - Your boss/Your employee/ Your client/Your team player......

Rapport is difficult to define because it is such an intangible thing that occurs between people. The dictionary describes it along the lines of "a harmonious accord"

I keep coming across various corporate leaders and thinkers. How they describe rapport? Some say it is when two people "click" with each other and have the ability to communicate with ease. 

Indeed, rapport building is a very slippery phenomenon of somehow getting on the same communication frequency with one another with the result that we understand each other with seemingly little effort.Without rapport, communication is more strained.

How does rapport occur? How do you know when you have established rapport with someone?

Recognizing Rapport

• Each person makes consistent eye contact with the other.
• Both people seem to be comfortable with each other.
• Each person is polite and courteous.
• Everyone is talking at about the same volume.
• Each person is about at the same emotional level.
• Each person is paying attention to other.
• No one is talking loudly.
• There is no swearing or vulgar language.
• Body postures are similar.
• The pace of conversation s relaxed.

Well, cultural differences also play a part in rapport. For example -  In some cultures direct eye contact is considered impolite.So certain subjectivities need to be applied, basis place, or group dynamics of people involved and so on....

Having rapport is like communicating by short-wave radio- you can communicate only when the sender and receiver are on same frequency. Likewise, when you and another person are "on same frequency" you feel comfortable and connected with each other. You have rapport.

How do I consciously make effort to create Rapport?

Most people depend on rapport occurring accidentally - you have rapport with some people and you don't seem to have it with others. But you can also help create a connection with another person by practicing a technique known as "Pacing".

This technique involves deliberately noticing certain characteristics of the other person and mirroring them. characteristics such as:

• Pace or speed (slow or fast)
• Volume (soft, moderate, loud)
• Emotions
• Facial Expressions
• Gestures, movements
• Body positions, postures.

Pay attention to:

• How fast or slowly a person speaks?
• Does he want to talk business immediately or does he prefer to socialize a while first?
• Does he walk and move at a fast pace or slow?
• Does he answer the question immediately or does he take a few seconds before he responds?

Why does Mirroring personal characteristics help create Rapport?

Because we all are naturally most comfortable with people like ourselves. By making yourself more like those with whom you are communicating, you help them feel comfortable with you.

With little patience and practice you will notice people's traits more readily, and you will develop pacing skills- matching or mirroring just enough of their characteristics to increase rapport....

It Works.....

Wok-Life Balance

In my consulting and speaking engagements over the past several years, about half of all managers want to work with their employees to help them achieve some form of balance.

Most bosses correctly believe that at the end of the day,  Work Life Balance is your problem to solve, and not theirs.

Only you can figure out your values and priorities. Only you know what trade-offs you are willing to make, and only you can envision their consequences. Only you can organise your schedule and your life, at work and at home, for the balance you have chosen.

There can be no question that negotiating work life balance arrangements adds layer of complexity to a manager's job. But your manager should welcome the challenge. It gives him another tool motivate and retain great performers, just like salary, bonuses, promotion,s and all other kinds of recognition.

But along the way, It is only YOU who can and should help yourself. Following is my take on the subject, basis what ever I have learnt over the period of decades coupled with my numerous interactions with various working professionals:

1). Compartmentalize: We have already established that work wants 100% of you, and so does home. To alleviate angst and distraction, and to enhance your performance no matter what you are doing, be focussed on where you are and whom you are with.

Compartmentalizing is not easy. Sometimes you must call the customer from the gymor check on your sick child between meetings. But the more you blend your life, the more mied up, distracted and overwhelmed you feel and act.

The absolute ideal is to draw crisp boundaries around your activities. However, there will always be pressures on whatever rules you set, but smaller and less frequent the interruptions are, the more balanced you will actually feel.

2). Learn to Say NO: Have the mettle to say NO to requests and demands outside your chosen work-life balance plan. Eventually, most people come up with a work life balance arrangement that works for them. The trick is - Stick to it.

That takes discipline. Saying no is hard, especially for business people who have gotten ahead precisely because they have said yes so often. Usually, however, you don't need to say no to something as big as a promotion to get the balance you want. You just need to say no to smaller stuff.

If you say yes to everything, you won,t get balance. And, though saying no is liberating but try it on anything and everything that is not part of your deliberately chosen work live plan.

Create your own fine balance of Yesses and Noes.

3). Don't leave yourself out of your Work-Life balance plan: A really killing dynamic in this work-life balance thing is the "everyone's happy, but me" syndrome. Very competent people figure out a perfect work life balance plan that allows them to deliver enough to themselves to the workplace, and enough of themselves to family. But the problem is, this perfect plan creates a kind of fun-free vaccum for the person in center ie You.

Of course, work-life balance involves making trade-offs, and decent people are obliged to deliver on their commitments to their home and work. But if if you craft a work-life balance plan where you are not having any fun, chances are you will not be able to sustain it.

You have to ensure that work-life balance plan fulfills your dreams and passion. If that means working a lot, do it. If that means being home every evening, let that happen too. Yes, you are responsible for all those around you, but you cannot live someone else's concept of your life, in the name of balance. Well, you can, but you should not.

It almost always backfires !!

The closing note....... Work-life balance is not a decision that you make alone. You have to confront - how your choices myriad of others. But if you do not fulfill your own joy with your plan, all the balance in the world will be just duty and slowly you will keep finding yourself in a special kind of hell, where everyone else is happy but you..... And that will not do any good to anyone.

The Job, No Leader should Delegate..

Having Right People in the Right Place.

Given many things that businesses' can't control, from the uncertain state of economy to the unpredictable actions of the competitors. From environment to  disease outbreak resulting to forced lock down, most of us witnessed during recent worldwide pandemic.

You would think companies would pay careful attention to one thing they can control - the quality of their people, especially those in the leadership pool. Any corporations' human beings are the most reliable resources for generating excellent results year after year. Their judgments, experiences, and capabilities make the difference between success and failure.

Yet some leaders, while they talk of people as their most important asset, usually do not think very hard about choosing the right people for the right jobs.

Why The Right People Aren't in the Right jobs?

Common sense tells us that the right people have to be in the right jobs. Yet so often the aren't. What accounts for the mismatches we see every day? Following are a few of my observations and learning, through out my Corporate career of decades of working with various large corporations:

1). Lack of Knowledge: Leaders often rely on staff appraisals that focus on - may be the wrong criteria, or they might take a fuzzy and meaningless recommendation for someone a direct report. Direct report recommends to the leader- "Bob's a great leader and a great motivator". The leader fails to enquire about the specific qualities that makes Bob a right candidate for the job. May be the job has not been defined by the leader himself to his direct report before asking for his recommendations. He has not defined in terms of three of four non-negotiable criteria.

2). Lack of Courage:  Most people know someone in the organisation who doesn't perform well, yet manages to keep his job year after year. The usual reason, we find, is that the person's leader does not have emotional fortitude to confront him and take decisive actions. Such failures can can do considerable damage to a business. If the non-performers are high enough in the organisation, it can be destroyed.

3). The Psychological Comfort Factor: Many jobs are filed with the wrong people because the leaders who promote them are comfortable with them.Its natural for executives to develop a sense of loyalty to those they have worked with over time, particularly if they have come to trust their judgments. But it is a serious problem when the loyalty is based on wrong factors. For Example- the leader may be comfortable with the person because that person thinks like him and does not challenge him, or has developed a skill of insulating the boss from conflict. Or the leader may favor people who are part of same social network, built up over years in the organisation.

4). Lack of Personal Commitment: When the right people are not in right jobs, the problem is visible and transparent. Leaders know intuitively that they have a problem and will often readily acknowledge it.But an alarming number of leaders do not do anything to rectify this problem. Leader cannot simply fix this problem by issuing directives.

Leaders need to spend at least 40-45% of their time  effort,and emotional energy to - Selecting, Appraising,and Developing people.

BOTTOM LINE

The foundation of a great company is the way it develops people - providing the right experiences, such a learning in different jobs / departments, learning from other people, giving candid feedbacks, proving coaching , education and training. If Leader spends substantial amount of time and energy developing people and assigning right people to right jobs, the payoff will come in form of  Sustainable Competitive Advantage.

Employer's Perspective for Job Seekers...

What does an active Job seeker do? In other words, what are the activities does s/he indulge in?

1. S/he does research to get as many potential employers.
2. Then, S/he approaches them through various means of communication - Telephone, Email, Jobsites, references and so on.....
3. Attends interview meetings
4. Waits for the response.

Well, if the job seeker is selected and offered, Congratulations !!
otherwise, move on with the effort and keep repeating the above. But, one thing that most Job seekers mention is - "Getting a Good Job is Very hard..."

Lets take it further on to the other side of Hiring table...

During many of my appearances in front of the business audiences and interactions with many of the Employers/ Hiring Managers/ Leaders, two observations come out very distinctly...

1. Hiring Good People is Hard.
2. Hiring great People is Brutally Hard.

Nothing matters more in winning than getting the right people on the field. All the clever strategies and advanced technologies in the world are nowhere near effective without great people to put them to work.

Where is the Gap then?

Well, Great employers desperate to hire great people. And on the other hand, great job seekers desperate to get hired by good companies.....

Then why do job seekers find it very hard to get Good Jobs?

To my mind, to a large extent the answer lies in the lack of job seeker's understanding of Employer's / Hiring manager's perspective and his view of - Good / Great Employee....

A job seeker might be Well groomed, good looking, smart and well educated candidate, but does he face the interviewer with a clear perspective on what the employer is looking at? Is the job seeker her/him self projecting right?

Let us understand the Hiring Manager's/ Employer's perspective. What S/he is looking at and how S/he is analyzing you?

Because Hiring Right is so important for any Employer, lets try and understand what and how a job seeker is being observed and assessed. While writing the following, I'm assuming that your formal education certificates, age etc are in order. Let go.......

1. The First Test is for INTEGRITY: Integrity is a fuzzy word, so let me tell you my definition. People with integrity tell truth and they keep their  word.They take responsibility for their past actions, admit mistakes and fix them. They know the laws of their country, industry and company - both in letter and spirit- and abide by them. If you have jumped a red light to reach for interview on time, you are low on integrity.
2. The Second Test is for INTELLIGENCE:  This does not mean that person is an Einstein, or loved to read Shakespeare. It does mean that the candidate has strong dose on intellectual curiosity, with a breadth of knowledge to work with or lead other smart people in today's complex world. And, do not make the mistake of confusing formal education with intelligence.
3. The Third  Test is for MATURITY: You can be mature at any age, and immature too. Maturity means that a person has grown up, the individual can handle stress, withstand the heat, handle stress and setbacks and can also enjoy success. Mature people respect the emotions of others and are confident about themselves.

Once the Employer/Hiring Manager has assessed you on the above and has created positive impressions on the above aspect the interviewer will move on with further assessments on following very important personality traits of the candidate:

1. Positive Energy: It means ability to go....go...go... to thrive on action and relish change. People with Positive energy are generally extroverted and optimistic. They make conversations and friends easily. These people are enthusiastic about everything, every day, every moment. They love to play and they love life.
2. Ability to Energize others: People who energize are the people with positive energies themselves and can inspire their team to take on the impossible- and enjoy doing it.
3. Courage to make tough Yes or No Decisions: The world is full of Gray. Effective people know when to stop assessing and make a tough call, even without total information.
4. Execute- The ability to get job done: You can have positive energy, and energize every one and all other above-mentions characteristics, and still not get over the finish line.Being able to execute is a distinct skill. It means a person knows how to put decisions into actions and take it forward and over to the finish line and ensure timely completion.

Well, above is what I have learned, observed, practices and solidified as knowledge after decades of my professional live and practice. Many other practitioners and professional might have different frame works but the fundamentals remain the same.

Happy Job Hunting !! 

Effective Execution & The Essential Behaviors of Leaders.

 Leaders have to live their businesses !!

The CEO was sitting in his office late one evening, looking tired and drained. He was trying to explain to a visitor why his great strategic initiative had failed, but he could not figure out as to what had gone wrong.
"This was the brightest team in the industry. I assigned stretch goals. I empowered them and gave them freedom to do what they needed needed to do. They knew the rewards and penalties. We worked together with high energy. How could we fail?"

Effective Leadership is the Key Element. The Leadership here is not about the fancy designation you hold, or the number of people assigned to your team. Leadership is resultant of series of coordinated efforts and activities that are repeated and enforced by the leader, day in and day out.

Leaders have to live their businesses !!

Following are seven essential behaviors that form the key building block of execution:

1. Know yourself: Good leaders learn their specific personal strengths and weeknesses, especially in dealing with other people, then build on their strengths and correct their weaknesses. They earn their leadership when the followers see their inner strength, inner confidence, and ability to help team members deliver resuts, while at the same time expanding their own capabilities
2. Know your people and your business: In organisations, with weak execution action, the leaders are usually out of touch with the day-to-day realities. Here, leaders are getting lot of information delivered to them, but it is filtered - presented by direct reports with their own perceptions, limitations and agendas or gathered by staff with their own perspectives. The leaders are not where the action is. They are not engaged and neither do they know their organisation nor the people know him.
3. Set clear Goals and Priorities: Anybody who thinks through the logic of a business will see that focussing on three or four priorities will produce the best results from the resources at hand. Any leader who says that he has ten priorities does not know himself as to what the important things are. Along with having clear goals, leader should strive for simplicity in general. One thing you will notice about leaders who execute well is their ability to talk plainly and forthrightly about whats on their mind.
4. Insist on Realism: Realism is the heart of execution, but many organisations are full of people who are trying to avoid or shade reality. WHY? It makes life uncomfortable. They want to hide mistakes, or buy time to figure out a solution rather than admit that they don't have an answer at the moment.  Embracing realism means always taking realistic view of your company and comparing it with other companies
5. Follow Through: Clear and simple goals don't mean much if nobody takes them seriously. The failure to follow through is widespread in business, and a major cause of poor execution. Everybody may have agreed that the idea was good, but since nobody was named accountable for results, it doesn't get done.
6. Reward the Doers:  If you want people to produce specific results, you reward them accordingly. It is a known fact, yet many corporations do poor job of linking rewards to performance that there's little correlation at all. You have to design and make clear to all that rewards and respect are based on performance.
7. Expand people's capabilities: One of the most important part of leader's role is to pass on acquired knowledge to next generation of leaders. Good leaders regard every encounter as an opportunity to coach. Coaching is the single most important part of expanding others' capabilities. You must have heard the saying, "Give a man a fish, and you will feed him for a day; Teach a man to fish, and you will feed him for life".

In nutshell, Effective Execution is one of the most important component of Effective Leadership.  The heart of the working of a business is how the three processes of People, Strategy, and operations link together.