Tag Archives: Business

घुलता हुआ एहसास

Sad-Love-Poem

Ankit Chandra writes this forlorn lover poem with a caveat. Don’t label him as a forlorn lover, this is just an artistic creation. Wonderfully crafted though, enjoy

सोचता तो था की शायद उसको याद करता हूँ
पर अहसास अब कुछ कम होता है

कुछ समय पहले चाहता तो उसे बहुत था
पर महसूस अब थोडा कम करता हूँ

कहीं से कुछ कम हुआ है या खुद ही ख़त्म हो रहा हूँ
पर कुछ बातों को याद करके मायूस अब थोडा कम होता हूँ

सूरज को देखने की आदत तो नहीं पड़ी है,
पर चाँद को अब कभी कभी ही देखता हूँ

किसी और का नाम तो नहीं आया है अभी जुबां पे,
पर उसका नाम ज़रूर कम लेता हूँ

देर रात तक जागना तो अभी शुरू नहीं किया है,
पर रात में अभी भी कम सोता हूँ

आँखें अभी तक सूखी तो नहीं है
पर शायद अब थोडा कम रोता हूँ..

Advertisements

The FLIP Manifesto: Dan Pink

By Sharon Andrew, Happiness Evangelist at Happiest Minds Technologies, Bangalore

Dan-Pink-The-Flip-Manifesto

Daniel H. Pink in his book The FLIP Manifesto: Sixteen Counterintuitive Ideas About Motivation, Innovation, and Leadershipoffers 16 pieces of advice that run counter to and often directly contradict with what you might have heard hitherto.

He mentions that he is not offering this ‘contrarian counsel’ for the sake of being ‘clever or controversial’, but because in his research he has found individuals and organizations who have often flipped conventional wisdom, doing great things. The sixteen ideas are:

MOTIVATION

  1. Start doubting yourself.
  2. Pay people too much.
  3. Increase sales by eliminating sales commissions.
  4. Take as much vacation as you want whenever you want it.
  5. Give up trying to find your passion.
  6. Keep a To-Don’t list.

INNOVATION

  1. Do the reverse of whatever you’re doing now.
  2. Pass your problem to someone else.
  3. Repeat after me: BO-GOA.
  4. Carve out time for non-commissioned work.

LEADERSHIP

  1. Establish a Department of Why.
  2. Scrap performance reviews.
  3. For Godsakes, talk like a human being.
  4. Stop trying to maximize shareholder value.
  5. Take the “E” test.
  6. Talk less, listen more.

S Venkateshwaran On Dysfunctional Organization Cultures And Falling Corporate Empires

ganesh article on Culture

A reader of Mission Sharing Knowledge S Venkateshwaran had this to say on one of our previous articles. Since we thought the comment to be really relevant, we have published it in its entirety. 

Dysfunctionality tends to occur in those organization more often than not, where the Boss is either a self made person who thinks that he / she knows how to run the business, or has an aggressive approach to business more out of the need to over achieve. I have worked in an organization where the Boss was so stern that he would keep pushing people in all directions. Every day would start off with meetings in which all the heads had to participate.

This would go on for an hour (discussing the activities of the previous night in terms of production targets etc.), followed usually by two or three in depth meeting with selected departments and finally followed by end of day meeting to review what was supposed to be done in the day. At the end of it all, he would rave and rant because work did not happen. To ensure this, he would make all the Heads stay back late.

The irony was he wanted a strong HR team that would “fearlessly” tell him when he was wrong. Quite obviously, when that happened, the poor guy was out of work the next week. Highly emotional, and rigid, the person would shower abuses which would put a rickshaw driver to shame.

The only group of people who were able to work with him, were, not surprisingly, those who could flatter and live up as his ego alters, who also used the same technique of imposing themselves on the poor “lower the line” persons. Not surprisingly, attrition was very high; but this did not affect him, even though others in the company knew the reality but choose to keep quiet.

Based on my observations, some of the traits of a dysfunctional Manager I would think are:

Tells you to do something you don’t want to do, but blames you when it goes wrong.
Says He / She wants you to take responsibility, and then publicly overrides your decisions.
Loves to be in front when there is a big audience otherwise will send sub juniors to attend a customer.
Intimidates with aggressive words and posture, knowing that you will never confront but becomes a pacifier when confronted. .
Handles meetings as though he is the only speaker.
Revels in the invention of creative curses for just the right occasion.
Verbally approves new requisitions, later denies doing it.
Gets too personal in his berating.
Ride you mercilessly while pet employees can do no wrong.
Always right: when confronted with mistakes, blames them on someone else.
Fiercely protective of pet projects.
Highly compulsive and obsessive about minute details.
Displays a good understanding of the “Good Cop” and “Bad Cop” routines and generally practices it.

Mindful?

Sharon Andrew, Happiness Evangelist at Happiest Minds Technologies, Bangalore, writes about being mindful of one another and treating each other with respect and kindkness.

31Take a simple test….

Extend your right forefinger (left, if you are left-handed)…

Draw the capital letter ‘E’ on your forehead.

Did you draw the letter that it faces you or in a way that the person looking at you can read it?

Neither way is right or wrong. But the direction of the letter reveals a lot about your disposition.

Social scientists have used this simple exercise to measure perspective taking – the ability to step outside one’s own experience and see the world from another’s viewpoint. Adam Galinsky and his colleagues at North Western University’s Kellogg School of Management used the E test and some other techniques to investigate the connection between power and empathy. They found that while most people took the other’s perspective, those who had a surplus of power seemed to be connected to a deficit of empathy. They write “On the altar of action orientation and tough-mindedness, we’ve sacrificed the fundamentally human quality of empathy”.

Daniel H Pink, the author of Drive: The Surprising Truth About What Motivates Us says: The key is to strike a delicate balance between action-orientation and perspective-taking. It’s not a matter of deciding between hitting your numbers or drawing the E. It’s a matter of hitting your numbers by drawing the E.

When we empathise, we figure out what others think and feel; this forms the basis for meaningful and fruitful relationships and the ability to see things as others see them.

So let us be MINDFUL of one another. Let us EMPATHIZE more and treat each other with RESPECT and KINDNESS.

And the next time, we are asked to draw a vowel on our forehead, we know what to do :-)

Dysfunctional Organization Cultures And Falling Corporate Empires

ganesh article on Culture

Ganesh Subramanian from IIM Trichy writes why without transparency in communication organizations would invite doom. 

A friend of mine called me up a few days ago seeking some suggestions to come out of the problems that she finds herself in, in her company. She works as a recruitment executive in a firm. She said that a week before her recruitment, the firm had rolled out offers to candidates who are joining a multinational firm, which is a client of this recruitment firm. Despite slogging for a week and achieving targets which have never been achieved before, there was little appreciation for the work done. Forget appreciation, there wasn’t even a mention of the work in the subsequent team meetings by her boss. To complicate matters, the recruitment team was asked to report to a lady who is supposedly well known to the boss. Now this lady is new to the business of recruitment having moved into this role only a few months back and behaves more like a school teacher than a team lead. In this scenario, my friend was contemplating quitting her job and she says that the organization culture is bad beyond repair.

In another example, a CEO of a firm is known for his frequent outbursts of anger, shouting at his subordinates, in front of others. The CEO’s behaviour has percolated down to the individual business units as business unit heads shout at their subordinates because the CEO shouts at them. The funny part is that this organization had a 360 degree appraisal system for assessment of performance. No wonder that the employees of the organization are scared to death when it comes to rating their superiors.

These two examples set me thinking on how organization cultures can make or mar organizations. Organizations such as those mentioned above fall into oblivion and get into a very bad cycle because nobody knows how to change this bad culture. It is very obvious that the cue has to come from the top management. The behaviour and the culture of the organisation have to be driven by the CEO and carried on by the business unit heads.

For sustainable growth of organizations, there must be transparency in communication, freedom and autonomy in work and more importantly an environment where everyone feeds off each other’s growth which in term helps them grow. The HR in the bad-cultured organizations become the scapegoat in the whole process as employees blame the HR for anything and everything little realizing that HR in such organisations do not have the power to overhaul systems in one go and they are mere spectators in the whole game.

To conclude, top management must be proactive in setting the right environment for a thriving organizational culture and must give the HR department the full freedom to maintain the culture, suggest changes for betterment and even change it.

The Stupid Girl!

stupid girl

By Ganesh Subramanian

She thinks she is beautiful

But in reality she is pitiful

She thinks she is everyman’s dream

But seeing her face in midnight makes a child scream

She thinks she is intelligent

But her brain can’t be activated even by a chemical reagent

She thinks she is worldly-wise

But her superficial knowledge is like melting ice

She thinks she is a super star

But she is nothing more than a black stone of tar

She thinks her boyfriend is a Rambo

But who will tell her that she herself is a Dumbo

She thinks she is the cynosure of all eyes

But she is nothing more than a walking dead body hunted by flies

She thinks she wears the best dress in the town

But seeing her colour choice makes even the apathetic frown

She thinks she is a heavenly wonder

But her friends know that she is only a God’s blunder

When trying to think, her lips curl

But thoughts don’t come to her, after all she is a stupid girl !

10 Myths Women Have About Men

myths

Robin Choudhary deciphers the myths women have about men and how they are wrong in their assumptions.  

1 We are insensitive

Not at all. Most men feel deeply and strongly about things they care about. Just try walking in front of the television as Sachin Tendulkar winds up for a cover drive.

2 We are obsessed with our gym-built bodies

Partly true. Lying in a gym with large plates on a rod is meant to impress the ladies. Unfortunately, they don’t do the same for the lower part of the body. Resulting in a generation of broad-chested men with broiler chicken legs.

3 We have a sense of fashion

Except that it needs to be handed down to us, which can be dangerous. Remember walking into office after Allen Solly’s Friday Dressing campaign had broken and being visually mauled by the hordes in solid blue shirts and khaki trousers?

4 We are obsessed with all things techno

A small percentage are. The rest carry them around as the male equivalent of the designer clutch bag.

5 We only love women with great bodies

No way. What really turns a man on about a woman is how she carries herself, how she holds her own and how individual she is. Top it with a dash of humour.

mens-grooming-myths-large-540p-video-sharing_scruberthumbnail_0

6 We are bad shopping companions

It’s just that the process is something we don’t understand. Try marrying an opening batsman and then watch him pick one solitary piece of English willow in a bat shop, after half an hour of shadow driving, cutting and pulling.

7 Metrosexual men are so nice

Yes, and it stops at that. Sensitivity is all about being there in your own way when she needs you, and letting her fly when she wants to.

8 We are untidy

Most men, apart from a few who have a fetish for body odour and unwashed socks, are quite neat. It’s just that their idea of neatness does not conform to a woman’s.

9 We are more transparent than the men of ’70s and ’80s

That’s a wide down the leg-side. Boys will be boys. And if that means lying through your teeth that you are in a brainstorm and watching a Formula One race, so be it.

10 We are notoriously bad movie-goers

I see many couples, who hold hands going into the theatre, and come out blinking, still holding hands.

men-are-Pigs