Information – Positive Thinking
Management Of Change Brings Stability
Management Of Change Brings Stability
Discourse: Swami Sukhabodhananda
There are two sources of stress, internal and external. Internal stress involves thoughts, values, beliefs and opinions. External stress involves wrong exercises, faulty breathing habits, unhealthy eating habits, pollution and sleep problems.
Nobody can avoid stress in life. One has to minimise stress. That is possible if one can work on both internal and external stress. The most important factor is our mind and how it looks at life.
At the end of one of my programmes, a lady danced for three hours in sheer celebration. Then she came and sat next to me and told me how happy she was. As she was drinking coffee, the beverage spilt on her beautiful saree. Immediately, she screamed, saying her joy from the three-hour dance was gone.
Looking at this incident, i learnt that three hours of happiness was invalidated by a sorrow lasting for a few seconds. If our mind can work like this, the reverse is also possible. The three hours of sorrow can be invalidated by a few seconds of joy.
The secret of being happy is to recollect happy incidents in life. Weaken the effect of unhappiness by distancing yourself from its pictures. Can you undertake the following acts in your life? Understand the mind. Transform the mind. Transcend the mind.
Transforming the mind involves the understanding that there is no complete satisfaction in life; there is only a possibility to improve upon the existing state of affairs. We don’t have to win every time in order to be happy; happiness does not depend only on success. Learn to respond and not to react to events and incidents in life. If one continues reacting, reaction becomes a habit. Then an egoistic and reactive “I” emerges. It will have its own foolish logic.
A dog and a cat had an interesting conversation. The dog said, “I am so lucky that the owner of the house serves me and the children of the house adore me. So i feel they are God”.
The cat also said, “The owner of the house pets me, the children of the house adore me, and the servant maid serves me. So i feel i am God”.
Effective management of change is an art. For this, you need to cultivate leadership qualities. To be successful in life, one has to have the leadership quality to manage change.
In esoteric teaching there is an important law called the law of three. The positive effort you put in is called the first force. As you put in positive force there is a negative force that would affect the positive force.
This negative force is called the second force. If one conti-nuously puts in positive effort, there would be a third force that would descend and transform the negative force into a positive force. This is called the law of three.
If you do not continue exerting a positive force, the negative force will take over. So the law of three urges us to be open to the negative force, but to continue applying the positive.
Meeting The Challenge Of Changing Patterns
Meeting The Challenge Of Changing Patterns
Janina Gomes for TIMES OF INDIA
“We once saw a man draw some black dots. We looked and could make nothing of them but an irregular assemblage of black dots. Then he drew a few lines, put in a few rests, then a clef at the beginning, and we saw these black dots were musical notes. On sounding them we were singing”. This observation set me thinking. There are many black dots and spots in our lives. We cannot understand why they come — unexpected bad news, sudden deaths, illnesses, unsavoury encounters, brushes with the uncouth… We wonder why God permitted them in the first place. Then, other experiences come flooding in, equally unexpected: good tidings, experiences of goodness, compassion and mercy.
Maybe God has been adjusting the dots. He has been drawing the lines he wants, separating the good from the bad, lifting us above what is low and unseemly. He puts in the rest in the proper places. The black dots no longer remain an irregular assemblage. They are drawn into a larger pattern, woven into a wider harmony.
When we look down a long avenue of trees, we are amazed to look from one end of the avenue to the other at the rich greenery, the large boughs, the arching leaves. Sometimes, the trees seem to groan under the burning heat of summer, yet they provide shade to the hapless who take shelter under their outstretched arms.
There are seasons, when the trees shed their leaves and remain brown and seemingly barren. Then once again, they suddenly turn green in spring. Fresh new leaves appear. All is verdant, green, inviting once again.
When we look back along the long avenues of our years, our experiences are quite similar. There are good times and bad. There were times for growing roots deep into the ground to withstand the winters of our lives. There were times to shed leaves, experiences, persons and situations that were poisoning our lives. There were times to shift our alliances and allegiances to bring them more in tune with God. There were times to go deeper in search of water and the source of life.
We all have to deal with change in our lives. Change is really an opportunity to grow. The unexpected always comes along. The unexpected could also come in the form of the beautiful and the inspiring. We all know what joy meeting an old friend by chance can bring us.
An unexpected phone or letter that encourages us can light our day. An experience of quiet joy and peace may come to us through a sudden shaft of light from the window. Affirmation from a friend or loved one could lift us, when the lowness of some around us is getting us down.
Change and difference are a part of life and the mystery of being unsure never leaves us. It is no secret that deer, squirrel and owl are not alike, that birds do not fly in lines and fish don’t all float at the same level. We choose the level at which we live our lives, the heights that we touch and the depths to which we stoop.
We cannot determine the times of sunshine and the times for cloud and rain. Our spiritual experiences may not always be pristine and un-diluted light. We all cannot escape the darkness and gloom. But the closer we move to God, the better we learn to handle change.
The joys of living in a faster world
The joys of living in a faster world
24 Oct, 2007, 0041 hrs IST, By Vithal C Nadkarni for The Economic Times
A fortuneteller in Singapore once told Vince Poscente that he would die at 40. That stuck in the business consultant’s mind. The best way to react, he thought, was to cram more living into the remaining lifespan. As a competitor in speed skiing, a demo event in the 1992 Olympics, Poscente was no stranger to speed.
By making peace with the whoosh of a 24/7 lifestyle, he discovered the joys of living in a faster world. This led him to a contrarian insight: speed leads to a more pleasant, less stressful experience. That has now been spun out in 36 essays, each no more than two pages long, contained in The Age of Speed, which has a hare leaping over the tortoise at the finishing line on its dust jacket.
Of course not everyone would agree. Many people complain of being overwhelmed by the speed and sheer pace of change in modern life. People do want things faster, but that’s for all those goods and services ‘wanted yesterday’. They do not necessarily want themselves to be rushed in their own work schedules.
Poscente argues that his book is really about choice and having the time to enjoy what’s significant in your life.
(By the way, he’s already outlived the prediction by six years!) Although technology has boosted productivity, the extra time is filled with even more productivity, he explains. What you need instead is to make tougher calls on desirable ways of spending time. He also talks about a new imbalance introduced by speed in the ‘love triangle’ of
Time, Quality and Cost: technology gives shortcuts that not only save time and money but also produce equal or better quality. If we can accept the positive potential that speed offers, we can do more, be more, live more, he writes. “We don’t have to assume that if we embrace speed, our lives will just get busier and busier. We need to adapt, evolve and shed our outdated or misguided perceptions of speed. Integrating home and leisure into work, can turn Time into a single powerful resource that we can use to accomplish our goals and dreams, regardless of where we are.”
That leaves the larger question how to spend the time. That’s where an insight given by Sunil Bharti Mittal triumphs. The Lord of the Rings whose company won an ET award, says he would like his company to represent the innate goodness of the Tatas with the speed of Reliance. He would like it to be a hybrid of the two great companies: ethics on speed; or speed with a heart.
The big picture
The big picture
Jacob Cherian, TNN
At a popular party venue just outside Delhi, about 3,000 had been asked to gather one evening four years ago. They were the employees of Daksh, a business process outsourcing firm, and they were a little perplexed.
No speeches, no presentations and none of the usual gobbledygook unleashed in motivation camps. They were just being shown short clips from a range of Hollywood films: Pretty Woman, Titanic, Gone in 60 Seconds and Mighty Joe Young.
What the then-CEO, Sanjeev Aggarwal, was trying to do was to communicate with his large team what he wanted from them to build the organisation.
From Gone in 60 Seconds, he highlighted the need to set a target (steal 50 cars) and accomplish it within the allotted time (three days).
In Pretty Woman, the clip showed Julia Roberts’ character getting ill-treated by a store keeper, but later treated with respect by the manager of a hotel. By showing this, Daksh wanted its employees to treat everyone properly, irrespective of status.
A Titanic scene in which the music troupe keeps on playing even as the giant ship is sinking, demonstrated to the employees devotion to customer service comes first.
On that one evening, Aggarwal succeeded in communicating his vision across his company, without having to resort to motivational posters around the office. The unique experience also stayed in the minds of the employees, helping them constantly remember the lessons.
Very often, a startup puts together a team and people are attracted to it because of the excitement of being part of a startup, a bigger paycheck or even a stake. They hear what the target of the company is, but they are not sure what it stands for. While a vision is set for the company, the values need to be put into place as well.
A business leader needs to articulate the corporate vision clearly so that the organisation’s progress towards its goals can be effectively monitored and employees are empowered to take decisions on the move. “Someone once said that leadership is not about leading from the front. It’s like herding cats; you have to herd them from the back. If you are at the back then the ones in front have to know where they are heading. The paradigm where leaders assign tasks is gone. Sharing the vision helps people make decisions on the fly. They can take decisions in the appropriate direction without feeling lost about it,” says Alok Mittal, managing director of Canaan Partners.
Some like Laura Parkin, executive director of National Entrepreneurship Network, believes that a team wouldn’t even be formed without sharing the vision. “The only reason anyone would join a startup is if they see the same vision as the entrepreneur,” she says.
There are entrepreneurs who hesitate to share their vision with the rest of their startup team, worrying they may share too much and lose the idea to someone else. Some may simply be unable to articulate the long-term goals for the company. “Many entrepreneurs are poor communicators. Though they see the light, they are unable to share it,” says Mr Aggarwal, who is now the managing director of Helion Ventures.
For the tongue-tied entrepreneur, help is now available from industrial psychologists, corporate trainers and motivational speakers who can help her/him voice it. One such person is Uma Arora, the founder of Idam Learning. Quoting from her experience, she cited the case of a startup firm that had been growing slow and losing people.
“After examining this company closely we realised that they all (team members) hadn’t arrived at a set of values and that their visions were purely in numeric form. They goal was to gain a certain market share, but we didn’t see any vision of what the quality of the company was. There is very often an excessive focus on numbers and not on what kind of company it should be,” she says.
“What I find among today’s entrepreneurs, and there are exceptions of course, is that when we dig deep enough, we see that their vision is simply to raise the valuation and sell it off,” she points out, continuing, “If this is the case then you have to learn to speak two languages. One for your confidantes and core team, and the other for your employees.”
For the entrepreneur with the big picture dreams, the vision and values can be etched in stone. For retail chain Subhiksha, it has remained “Be the largest player in the market we operate in and give the consumer the lowest cost.”
Subhiksha is now 920 stores-strong. “Instead of sharing the vision, co-own the vision,” says R Subramanian the founder of Subhiksha. Their vision and values was set back in 1996 when the six member core team set sail.
“If you get the core team into the formulation process, then it becomes our idea and not my idea. Here the team sets the goals, the values and works backwards from there,” says Mr Aggarwal. In 2000, Daksh asked the members of the 25-member core team to make presentations on what it the values of the organisation should be. At the end of the day the funnelled it down and handed it to the human resource department to make it into posters and cards to be distributed.
Sometimes the vision and values change and entrepreneurs must be ready to face it. They can be purists and decide to stay true to their original plan. Or they could evolve with the market for higher gains. “Our initial mission statement was ‘build exceptional customer relationships by leveraging India’s high quality, cost effective intellectual capital.’ In 2000, we thought that India would be the place from where we would deploy our services. We eventually discovered we could deploy our services from Mexico and Philippines as well. So we had to modify our mission statement,” says Mr Aggarwal.
In the case of a large organisation, hitting upon the right vision could be a day-long process that involves numerous people, a clubhouse, a buffet lunch and PowerPoint presentations. For a lone entrepreneur or small team, this could happen at the coffee shop on a paper napkin. “There are a lot of personal styles involved in communicating a vision. But first of all you (the entrepreneur) have to be clear in your head. Clarity and brevity is essential. If the entrepreneur were to write down their vision, if it is longer than even a 150 words, then it is too long,” says Ms Parkin, NEN.
The vision is a mix of numerical targets, values and big picture plan. These automatically set up a monitoring system. ‘’How you do’ and ‘what you do’ is a derivative of ‘where you want to go’,” says Mr Subramanian. Ms Parkin says: “We ask people to envision what their success looks like, and then work towards that.”
Aggarwal and Subramanian had the courage to think out of the box and disseminate their vision innovatively and effectively. As a result, the companies they founded have grown beyond their peers and broke their own targets. Great companies don’t just get the big picture right, but also hang it on the wall for everyone to see.
‘It’s vital to connect with yourself’
‘It’s vital to connect with yourself’
Viren Naidu, TNN
Shailja Dutt, Founder and Managing Director, Stellar Search and Selection Pvt Ltd speaks about her love for dance and the eagerness to solve crosswords!
Mantra
I think it is vital to connect with “yourself” and find the time I call ‘ME TIME’ – my time away from work, home, responsibilities, chores and duties – to do the things I enjoy and those that energise me to go back to work and my kids completely recharged. Several professionals with very hectic schedules and tenuous work-life balance will probably share the same thought. Eventually, when you have worked hard to achieve your goals, you must play hard to enjoy!
Dance
I have always loved to dance. A couple of years ago, I thought it would be fun to learn to Tango, and ended up learning Salsa, Cha Cha, etc. I attended classes with my younger brother but unfortunately, now I do not get the time. Personally, I think both business and dance are about passion and being nimble on your toes!
Art
I have been singing since I was a child and have been often complimented on having a great voice. So, after having kids and after taking my business to the next level, I thought why not train my voice? My guruji would come home to give lessons and even though I haven’t performed professionally, my friends are always being regaled by impromptu my performances.
Puzzle
Solving the crossword has become a habit. Before, I go to sleep, I have to finish the daily crossword in the newspaper. I have been doing that for years now. But in Sudoku, I am actually finding my feet and my son is better than me.
Style
To me pursuing an interest is a priority as is work and family. I also learn Spanish and do Yoga a couple of times a week. Though my days are hectic, I have never missed a single important event in the life of my children or my family.
Transforming idea into a product
Transforming idea into a product
Mahul Brahma, TNN
It was a bit of ‘jealousy’ towards a classmate that made Phani N Raj a businessman. School time memory of a student who had personalised clothing and stationery continued to be etched strong in his mind till much later, making him leave his PricewaterhouseCoopers job and start the branding company eYantra. “He was from the US and his cap, pencil box, T-shirt, everything had his name on it. I yearned for such personalised stuff, but there was nothing in India then to meet my demand.”
This got him thinking until he arrived at an idea to set up virtual stores where buyers can choose personalised stuff and get them delivered at their doorsteps. Mr Raj is one of the very few with the entrepreneurial spirit who have managed to be lucky enough to convert an idea into business. But most people end up thinking and discussing their bright ideas, but stop short of converting them to prototypes. Experts say there is a set of easy steps that could help any one to nurture a thought and take it forward to see if the kernel of a viable business is contained in it.
Look for it
The first thing, of course, is to remain alert to the sights and experiences one comes across, because big ideas may be lurking in the most unlikely corners. For Shalabh Sahai, who co-founded the volunteering service MITRA, it all started at the college canteen over tea.
He had been trying to understand why there was a communication gap between individuals who wanted to volunteer for social service and the groups that were organising such efforts. “It became our favourite topic of discussion at the canteen,” he says. Thus arose an idea for setting up an online exchange for volunteers.
It also helps to jot down an idea to see if it stands the test of time. A great idea may not sound all that great, when considered a day later. An idea is just of a few words long. Only when you sit down and pen it you realise the real picture. It is crucial to go into the details.
You need to ask yourself the right questions — what is the compelling need it fulfils, who will benefit from it, is there demand for it and who will fund it? Preparing a business model answering these questions is vital, says Mr Sahai. The answers will tell you whether to pursue the idea or drop it.
Read the market
An idea from a rookie entrepreneur would be worthless if the product or service doesn’t have the prospect of demand in the market. Industry associations, websites, journals and professional agencies can all help, but an innovator needs to have well-defined ideas on whether a market exists. This is but the first step to gain confidence that an idea can work.
If the demand picture is hazy or non-existent, one should have the courage to drop the idea and move on to other things. Sometimes, ideas emerge from necessities. When you have too many projects to handle and too few people and you can’t be at the office 24×7.
Emails and phone calls may not be sufficient to handle the complexity of the work. Sahil Parikh, founder and president of Synage, came up with a solution for his office — Deskaway. A software program that helps execute projects online. “The concept was new in India, but I was sure if it is a hit in my office it will be in the market,” says Mr Parikh.
Ideas can be ahead of their time
Latent demand doesn’t immediately translate into a viable business opportunity and some ideas, attractive as they seem, might simply be ahead of their time. But there are people who have stuck to their business and made it a success in due course of time. An idea who time is yet to come need not necessarily fail, but the entrepreneur must be able to envision the trend of the future that might make it succeed.
“I thought of specialising in cyber law and starting cyberlawcollege.com, when even the concept of internet was new,” Bangalore-based consultant Naa Vijayashankar (Naavi) says. “An idea ahead of times is not accepted well,” but perseverance pays. “Now, I have become a specialist in cyber law by default. So, you need to wait for the right time to come and don’t lose faith in your idea. Believe that if not today, five years down the line, it will click,” he says.
When criminal lawyer KS Kohli wanted to start a seven-day cabin crew training for airlines, everyone thought he was crazy as all other institutes offered full-year courses. But, he knew that Indian skies were going to be opened up for competition and there would be a surge in the need for flight crew. He stuck to the idea and built a successful operation, branded Frankfinn.
Customise to market needs
The aim should be to gain a general sense of the type of customer your product or service will serve. Identify your clients well enough so that you can modify your product as per their need. If the business is designed to serve the domestic market, it should have that flavour. “People work differently in different countries. So, it is very important to give Indian touch to your product,” says Mr Parikh.
eYantra’s Mr Raj says that he moved over from personalised stuff to corporate brand recall after the internet bust and it worked. MITRA’s Mr Sahai agrees: “We start as novices so we should never be too rigid. We need to learn and adjust our ideas to changes and be open to modifications.”
It is also important to hear people out. Because sometimes your business idea may come from the person you least expect it from, just casually, even over beer. M Sanjay Kanth, CEO, founder, ESS Solutions, was originally in the medical transcription business. But, the industry was losing its sheen. He knew the president of a title company based out of Baltimore. That person told Mr Kanth that there was refinance boom in the US which has resulted into a huge backlog in terms of production.
Incidentally, his brother M Sujay Kanth, who is now the COO of ESS, happened to be in US to explore business opportunities. They took up this opportunity. This was their first break. “Initially, we had no clue of what was going on and it was very hard to grasp. We took it as a challenge and Sujay got trained in their office for about 40 days after which we started the transition to my India office from 2004,” says Mr Kanth.
Sell the idea to investors
Money is often the biggest bridge that a first-time entrepreneur has to cross. It is important to sell the concept to potential investors. The startup should also detail a proper plan of how much money needs to be raised and how it would be spent. Projecting cash flow milestones will become easier if the homework to understand the demand had been done. There are also investment bankers who help you get venture capital against a ‘success fee’ i.e they will only charge you if you get funding.
But, there is another way in which entrepreneurs get going. They first start a small establishment, may be in a garage with a bit of furniture, and ramp up as the business builds itself. Frankfinn’s Mr Kohli started his business Frankfinn Medico Infoservices by borrowing Rs 40,000 from his friend. But, when the right time came, he used his own fund for starting cabin crew training business. Remember, the customer must eventually “pay” for your business. Everybody else is waiting to get paid. Loss-making as a business virtue perished with the dotcom bust.
Start now
All the risk you have taken by giving up your cosy job or turning down a big offer has finally paid back. Well, once things are in place just get started. Your idea is now a viable business proposition and has a funding. So, what are you waiting for? “It is very important when starting out is to be mentally prepared for a different journey filled with uncertainty and excitement. This entrepreneurial journey will teach you more about yourself than you would have ever known doing anything else,” says Mr Parikh.
Vastu works wonders
Vastu works wonders
Alkesh Gupta , TNN
Vastu principles are useful for all kinds of premises – any built up area, for that matter – whether it is a home, showroom, factory, godown or even an office. The basic aim of any office is to get financial growth. Offices which are made according to vastu are helpful in generating a good financial flow. Vastu principles are made keeping in mind various energy fields emanating from different directions. These diverse energy fields affect various dimensions of our life.
But, if we make an office against vastu norms, we will find ourselves standing against natural forces. One of the basic motto of vastu is to extract maximum out of natural forces so that we can get maximum energy for each and every field of life. If we are standing in opposition to nature, some of the energy fields are obstructed and we will find ourselves lagging behind in several spheres of life.
If we talk about internal part of any office – the accounts department should be in north-east or south-east zone and the accountant should face towards east, while working. If the accounts department also has public dealing then those workers can faces north. Cashier’s cabins should be located in the northern zones of the complex.
Cash box should be kept in southern wall and its shutter should be open towards north. Best direction for reception is north-east corner, and the receptionist should face north or east while sitting. He/she should sit in such a way that he/she faces each and every person coming inside the office. Waiting area can be in northeast or north-west.
Marketing and sales department can be made in north-west corner. Cabins for field staff, peons, drivers and other can be made in this zone. The best direction for conference room is north or west direction. Conference table should not be of circular or elliptical shape. It disturbs magnetic balance of that area and all meetings end without any decisions being made.
Record room can be in south, west or southwest direction. This is the zone which should have maximum load. Store for waste material can also be made in this zone. Don’t put any table except the reception desk, exactly opposite the main entrance. It can create health problems for your staff. Sitting below a beam or a loft is prohibited as per vastu rules, as it increases tension and leads to depression. If any other alternate sitting arrangement is not possible then that loft or beam can be covered with wooden cladding.
Typically, the door of any cabin should face towards north or east. Any person who occupies that cabin should also sit facing east or north. Size of table in any room should not be too big or too small. If it is too big then that person will always feel tired and if it is too small then it reduces his confidence level. Phone, fax machine, photo copiers can be placed in south-east corner and water glass can be placed in north-east corner of the table.
Computer should be kept in south-east corner of a cabin and filing cabinet should be in south-west corner of that zone. Pamphlets, product broachers, products samples can be kept in north-west of that cabin. If you like to have an entertainment room in your office then it should be located in the north-west part of your premises.
Paint walls of your office in light pastel colours. Dark colours make us short tempered. Don’t put any painting or any sculpture depicting carnivorous animals, weeping children’s , setting sun, drowning ship, still water or any sad event. Pictures of Mahabharata battles’ are also not appropriate in an office setting. These affect the mutual harmony among office members.
Arrangement of drinking water, water cooler, boring well, water filter should be done in north-east corner of the office. This is the zone of water element. Water is related to finance as per vastu and fang-shui norms. So, keeping water in this zone increases your financial status. South-east is the direction for pantry in office. Toilet should not be below, above, adjacent or in front of the pantry.
It spoils energies of food and eatables and effects the health of the whole office staff. No staff member should sit facing towards the toilet rooms. It will be very harmful for him. If toilet is attached with any cabin, then it should not be to the north-east of that cabin.
Wipe office floor with vastu salt mixed with water daily. This removes negative energy and restrengthens positive energy flow in office. Keep the toilets as much clean as possible. Office should also not be near any hospital, cremation ground or temple – this disturbs the aura’ of the office completely and leads to low concentration power in the office staff.
FOCAL POINT
The accounts department should be in north-east or south-east zone
and the accountant should face towards east, while working
Marketing and sales department can be made in north-west corner
Best direction for reception is north-east corner. Don’t put any table except the reception desk, opposite the main entrance, since it can create health issues.
‘Life wants us to win’
‘Life wants us to win’
Vijay Dandige (Contributor)/ KHALEEJ TIMES 21 October 2007
Renowned leadership guru Robin Sharma who is in Dubai speaks to City Times about how small daily improvements over time can lead anyone – be it a CEO or a gardener – to achieve great success in life
THE GURU wears a black trouser and a black shirt — as is his style. At 43, he has a lean athletic body, not an ounce of fat anywhere, the result probably of his love of sailing, skiing and trekking in the wilderness.
And that, coupled with a ready smile and a shining shaved head, gives him the appearance of a cool regular guy. ‘I’m just an ordinary person,’ as he says, and which, in fact, he is.
But that apparent ordinariness itself may just be the secret behind Robin Sharma’s phenomenal global popularity as an expert on leadership and personality development. He has written about 10 bestselling books, including the internationally acclaimed ‘The Monk Who Sold His Ferrari’.
His Sharma Leadership International (SLI), a globally recognised leadership development firm, has clients like GE, Nike, BP, NASA, IBM, Microsoft, FedEx, KPMG, General Motors and other big names. Even at the venues of these industry giants, Sharma, the success coach, gives his presentations and seminars, donning a plain trouser and a shirt, shunning any hint of formality or pomposity. He has worked with FORTUNE 500 executives and celebrity entrepreneurs for over 10 years with exceptional results. In an independent survey, he was ranked as one of the top 10 leadership gurus in the world. His ideas on self-mastery and organisational excellence have helped millions in over 35 countries.
Robin Sharma is currently in Dubai as the invited guest of Channel 4 Radio Network to commemorate the 10th anniversary of the radio station. ‘To mark this milestone, we always wanted to do something different, that touches the lives of our listeners and guests who are partners in our success,’ said Ravi Muni, Group Head, Finance & Audit of Channel 4 Radio Network, which belongs to Al Murad Group and was the first English radio station in the UAE. ‘We thought what could be more apt than having Robin Sharma, who is teaching millions how to be successful, to celebrate our own success.’
The famed mentor will speak on the success practices of the world’s best performers to invited guests at the Channel 4 programme on October 23 at Park Hyatt Hotel. Of Indian origin, Robin Sharma, who grew up in a small town in Canada, spoke with City Times about his success philosophy.
Just what is the secret of your boundless enthusiasm?
I love what I do. I think the secret of passion is purpose. And if you look at anyone who is successful in business and in life, they have found something that moves them. Not at an intellectual level but at an emotional level. And that’s passion.
So, you are one of the lucky ones to find work that you love…
I think we all are lucky. Even if you are a manager in a corporation or driving a taxicab, we all have the opportunity to find meaning in our work, the opportunity to make it different. Most of us are being too busy being busy that we forget about the value we could add in the contribution we can make to the work we’re doing right now.
According to your teaching, can anyone change his or her own life?
Absolutely. That’s one of my most prized values that there are no extra people on the planet. And every single one of us has greatness within us. We all can show leadership, excellence and can derive great joy and inner peace by doing the right things.
What is the most debilitating thing you have seen that holds most people back?
I’d say it is doubt and behind it one single emotion: fear. And if you fight for your excuses in life, you get to own them. And no great business and no great life has been built on a foundation of excuses. The point is: most of us are afraid to change. Most of us are afraid to realise we have amazing potential. It actually scares us, because with that great potential comes responsibility.
And does your philosophy apply to anyone, irrespective of their present position in life, whether a waiter or an executive?
Absolutely. I’ve a simple philosophy: lead without title, grow where you are planted, be great within your circle of leadership, whether you are a waiter or a taxi driver or a general manager. We all have a circle of leadership or a certain area that we can influence in, shine within, be excellent within, be enthusiastic within. And the funny thing is, the waiter who is great within his circle of leadership actually gets to expand that leadership and eventually can start living his dreams.
My books are published by Harper Collins, whose worldwide CEO started as a secretary. But she was a brilliant secretary. And that led her to the next position and the next and the next. We forget these things. What we do is say, ‘I’ll be excellent and change when I become a manager in this company.’ But that’s missing the point. The point is, be excellent as a mailroom clerk or be excellent as a secretary… whatever.
What about simple uneducated people, like labourers, can they change their lives? And what are the things they could do to achieve that?
Why not? First of all, we become who we drink coffee with. So if you drink coffee with mediocre people you’ll become mediocre. If you drink coffee with people whose life you want to live, you’ll become part of their conversation. You’ll start thinking like them. Their stardust must rub off on you, even at an invisible level.
And how do you build a great career and great life? One day at a time. There’s a very simple formula: small daily improvements over time lead to stunning results. It’s the daily improvements that most people don’t do but could do that over a time amount to greatness or mediocrity.
How crucial is goal setting in this process?
It’s mission critical. Most people spend more time planning the summer vacation than they do planning their careers and lives. Most people have what I call the ‘lottery mentality’. They think that if they do the same things every day, five years from now somehow they are going to win the jackpot, they are going to find success at work, true love, great health, a great life. How do you get to greatness professionally and personally? You plan it. Clarity precedes mastery.
Can you give a simple example of how to plan?
Take a sheet of paper and write about how you want to be remembered when you’re no longer here. In other words, your philosophy. Then write the 5 things that need to happen between now and your deathbed for you to feel your life is successful. Then bring that back. Write down your 1 year goals, 90 days goals and 30 days goals. Every morning take 40 minutes and review these goals. And pretty soon, you will start achieving your goals. Goals give you hope. Goals also give you inspiration, energy and momentum. I constantly write my goals. I take pictures and glue them into my journals, to make me see my goals vividly. That centers me.
According to you, what is the biggest challenge business people face in Dubai?
I think in Dubai one of the biggest challenges business people face is that they get caught up in the noise. And it’s easy to spend the whole life getting caught up in the noise rather than reflecting on what is most important. There are priorities. And how many people get up every morning and actually intentionally focus on these priorities. Not many.
What is your advice for people in Dubai who have no time or inclination to do these things?
I’d say we all are blessed with 24 hours in a day. The greatest leaders in business and in life actually find time to think. Even if it’s 60 minute while the rest of the world sleeps. They find time to write in their journals, to review their goals professionally and personally, to read. We all can find sixty minutes in a day. But most people get seduced into being busy being busy. And that’s where the discipline of leadership comes in. Pull back from the noise. I suggest get up at 5 o’clock in the morning and spend sixty minutes. Make that your Holy Hour. And the paradox is: that’s not a waste of time. This will make you so much more productive at work, more successful, happier and healthier. It will make you more money.
The essence of your teaching is: we all can change our lives, we can shape our destiny etc. But what about one incontrovertible element: luck. You may do everything correctly, but if you don’t have luck, success will elude you. Do you agree and what have you to say about it?
This question is so profound and exciting to me because I have spent hours and hours on this question. I’ll answer it in one line. I believe that human beings have enormous personal power, abilities and potential to create the lives they want. But that’s not everything and that’s your point.
And I summarise my life and this is just the philosophy I live by: do your best and then let life do the rest. So, just because we may not have total control over the way our lives are going to unfold, it doesn’t mean we shouldn’t do our part: being excellent, setting goals, reading, being loving people etc. But once we have done that, then wherever life leads us that’s when you say, ‘Let go, let life.’
Can you tell us about your new book, The Greatness Guide?
Most people know me for The Monk Who Sold His Ferrari. The Greatness Guide is a practical book, with 101 lessons telling people how to be more successful at work and in life. In the book my whole message is: you can create a world-class life and career and business by starting today. And anyone can get to those things by small daily improvements which over time give fantastic results.
How can normal people inject passion into whatever they are doing?
To quote Oliver Wendell Holmes, ‘Any calling can become great when greatly pursued.’ For instance, a chef in a restaurant has a choice. He can say, ‘All I am making is food,’ or he can say, ‘Through my work I get to create delicious meals which create unforgettable memories for people.’ So, it’s all how you approach your work, approach your life.
What does leadership mean to you?
Leadership is not about title. It’s not about where you sit. It’s about what you do. Leadership is a way of being, it is a philosophy. Taxi drivers can show leadership, teachers can show leadership, students can show it. Because leadership is simply an attitude and behaviour. The hallmark of leadership is lead by example. High level of integrity, finish what you start, commit to daily never-ending improvement, commit to being the best in the world in what you do, keep your promises, innovate where you are. But remember, there can be no greatness without integrity.
What has your own success taught you?
Humility. Nothing sells like success. The day I start believing our press releases, the day I fall in love with myself and what people tell at my book signings, I’m in trouble. So, success has taught me that the more successful one becomes the more humble should one become. The more I learn the more I realise I have to learn a lot more.
What you teach has been told, in essence, since millenniums, by scores of inspirational coaches and gurus. Why do you think you are so successful?
The principles of leadership, greatness and fulfilling life have been the same for five thousands years. I’m not going to set about trying to change that. As for my success, it’s probably that people see me as an ordinary person. They can relate to me. They read the books and they hear the speeches and say, ‘Well, if he can do it, I can do it.’ Secondly, I think my message is really relevant. So, people say, ‘He’s not saying I can’t have a Ferrari. He’s not saying I can’t have a nice meal and make lots of money. He’s actually saying if I can do these things, I can have that but there is another piece that needs to be attended to as well. Thirdly, my message is so simple. Fourthly, the books are entertaining, they’re full of anecdotes, stories. So people have fun while reading them. And having fun is a crucial part. It’s really important, as you build greatness in your career and in your life, to make time for fun everyday.
What give you the greatest satisfaction?
The greatest satisfaction is I was not born into this. The greatest satisfaction is I am small town kid who got lost along the way, who discovered the ideas that I now share, apply them in my whole life and get to do what I get to do. I am not different than anyone else.
How do you recharge your batteries?I am a great believer in massage. Secondly, I make time for silence every day. You sit in silence for 20 minutes and go deep, and it is very renewing. I recharge myself by reading great books, on leadership, on travel, on design, travel, art. I am very lucky I spend time with fascinating people. Their stardust rubs off on me. I exercise. What is the point of being the richest person in a graveyard? And I must journaling. I write in my journal every day. There are few things as powerful as recording your life journey, your insights, your learnings, feelings.
Barring financial problems, purely on a human level, can any business, even a small one, turn itself around? Of course. And it can start with a single person, with a single staff. How was the Taj Mahal built? One block at a time. A company that is in trouble through small daily improvements over time can end up in a whole different place. Ultimately, you can change your life with one idea. You can change your life with one meeting with a person who says something that revolutionises the way you see the world. So, if a company gets one idea, maybe it is planning, maybe it is treating people with respect, maybe creating a value for customers rather than thinking of getting their money.
Robin Sharma’s definition of success…
Success means being comfortable in your own skin, living life on your own terms, achieving balance in being successful in your career and successful in your world. There is great pride in achieving, but that is not all of it. Success is also being successful as a human being.
What Robin Sharma really wants people to know…
I’m the most ordinary man. I grew up in a town of 2000 people. I didn’t grow up with a silver spoon in my mouth. I read voraciously. I’m curious about life. I’m always learning. Sometimes I write 25 pages in my journal in one day. I’m a student of leadership and of life and, with that awareness, I can do what I do. I have many weaknesses that I am trying to improve each day. I have many doubts, many fears…
On creativity
Life wants us to win. We just have to get out of our own way. Everyone has just as much creativity as Salvadore Dali or Picasso. I truly believe that. You may think I have a special creative gift. I don’t. I have just tapped into the well spring of creativity that resides in every single one of us. And one of the ways I learnt to get to that creativity is to be silent and to go into wilderness and to make time for silence.
Want to motivate people? Read this!
Want to motivate people? Read this!
Aubrey C Daniels and James E Daniels
Leaders have the responsibility for creating a work environment that causes people to do their best every day. In theory this should be simple, since the overwhelming majority of employees are willing workers. Only an extremely small number o people take a job expecting to get paid for minimal effort.
Most people, by the act of taking a job, demonstrate that they want to do it well. WE find that many companies squander this goodwill through their leadership practices. Apparently, it is easier to lose discretionary effort than it is to build it.
If people are willing to perform at their best and they don’t, where does the problem lie? Dr Edwards Deming, the noted quality guru, attributed well over 90 per cent of the problems of quality not to front-line employees, but to management. We certainly agree and we extend this to most other performance deficiencies as well. The same leadership practices that throw away the employee’s goodwill also create the climate that suboptimizes organizational effectiveness.
Leaders create the culture, the place, and the conditions for employees and their work. This includes the physical conditions and the management process. The most effective leaders first look at those elements before looking to individuals or groups of employees for assigning blame or attempting a fix. Most failures of organizations are failure o the management process, not employees’ behavior.
Although most organisations have some form of process management, few can specify their behavior management process. Indeed, supervisors and managers are often advised to find a management style that fits their personality and the situation. Because there are so many different personality types and possible situations in an organization, there will be many different solutions to the same problem. No effective, stable leadership process is possible with this number of uncontrolled management variables.
An effective management process causes employees to do the right things at the right time in the right way. To have an effective management process, it is critical that you have an understanding of the variables that affect performance. Getting and keeping followers occupied in meaningful activity is essential to a leader.
The Basics of Follower Behavior
Much of what is common knowledge about leadership is, in fact, fallacious. Ideas extracted from our experience or that of others may not actually identify the critical variables that made that approach work in that specific situation. WE are all taught, for instance, to lead by example and to communicate, communicate, communicate! This kind of advice peddles the banal as wisdom and ignores the essentials.
While the leader’s actions and the visual images he or she paints with words are important, these are not the most powerful influences on behavior. Much more has been modeled and communicated than has been done. Simply put, the impact of your example and of your communications is get followers to do something once, perhaps twice. After that, they must see some personal benefit from their actions or the response to your example and your communications will diminish.
This relationship is clearly stated in the most basic expression of the causes of behavior presented below as the ABC Model.
This model shows that there are only two ways to change behavior: by what happens before a behavior ad what happens after it. An antecedent is simply anything that tells you what to do. It could be a memo, a meeting, company policy, this book, or a thousand things that we see, hear, touch, smell, or taste in a day. In most cases, the antecedent contains enough information for us to know exactly what to do. However, knowing what to do and doing it are two different things.
The telephone may ring, but because we are in a hurry, we ignore it; we may know a company policy and not follow it; we may know a safety rule but violate it every ay; we may know the speed limit and the consequences for speeding but exceed it every day. All of these things point to the fact that most problems that organizations face daily are not the result of not knowing what to do but are often treated by the organization as though they are. Most attempts to resolve performance issues involve emphasizing the importance of the actions, stressing the cost of failure, making our expectations clear, re-telling them, creating new policies and procedures, re-training employees, and simply nagging them to do the right things.
Is it possible to train people to do the safe thing or the quality thing and have them do what you trained them to do every time. Can you communicate priorities and have employees make decisions about their time accordingly? Can you delegate to others and know tat you will not have to worry about the cost, quality, timeliness, or appropriateness of their actions? Of course you can.
However, the determinant of whether these things will be done is not the clarity of communication and effectiveness of training, but what happens to employees when they do what has been communicated. If a person was trained to do something one way and when he applied it found that it didn’t work, would he continue? If a person is given a priority assignment and then someone comes in with an emergency request, will the priority likely be put aside? If a person is delegated responsibility for a project and the boss second-guesses every action that the person takes, will the person soon defer all decisions to the boss? You know the answer to these types of questions.
Leaders who think that people will do their best because that’s what is expected of them are prone to make errors by relying primarily on antecedents. This is especially pernicious because it leads to leadership beliefs and practices that produce suboptimal responses from the followers. You can best understand this when you consider the most important aspect of human behavior.
Behavior is a Function of Its Consequences
The closest thing we have to a behavioral law, as gravity is a physical law, is the behavior is a function of its consequences. Antecedents get their power from the consequences that are associated with them. The bottom line is that the effectiveness of most of what leaders do is determined by how they use behavioral consequences. WE believe if this simple statement was fully understood and put into practice that not a major organization exists that could not improve by 20-30 per cent per year (the government by more than 50 per cent).
This law means that every change must start with an analysis of what will happen to the performers if they do what we need and what will happened to them if they don’t. While most leaders feel that consequences in an organization are in place for those who do or don’t do what is required, the consequences that are typically used are often ineffective in either maintaining desirable action or in stopping undesirable action.
Unfortunately, not all consequences are created equal. Some are more effective than others. Most of the consequences that organizations use, such as compensation, performance appraisal, and reward and recognition practices are weak when it comes to getting behavior to occur every day. Despite the common belief that the bigger the reward, the more it impacts behavior, science tells u that the most effective con-sequences are those that are immediate and certain. The least effective are those that are delayed and uncertain.
Guess which category is the most common in the modern organization? Bonuses, profit sharing, promotions, and raises in pay are all positive, but they are future and uncertain consequences to the performers and as such they have little impact on behavior on a day-to-day basis. The size of the payoff only increase the pool of people who want to participate in the activity and has little to say about how well they will work once selected.
Things that save your followers time and effort are almost always positive, immediate, and certain. Problem solving requires a disciplined approach, for instance, because the reinforcers for most people come from soling the problem, not from analyzing the causes of the problem. Bypassing the analysis phase allows them to get into action sooner so that they experience immediate, positive consequences sooner and more often.
A common leadership issue is the execution of strategy. Every day, opportunities for positive, immediate, and certain consequences arise for less consequential behaviors which compete with the leader’s strategy. If the leader’s process for implementing his strategy doesn’t have built-in positive, immediate, and certain consequences, then such consequences must be created to keep the implementation plan on schedule.
The leader must ensure that the followers are receiving PICs on a daily basis. If they are not built into the business processes (which they rarely are), the leader must find a way to overlay them onto the process. One of the ways leaders do this is by taking work out of the process. This is a common task where the leader runs interference for the follower and removes obstacles wherever possible rather than requiring the follower to surmount each obstacle unaided. In this way the leader reduces the umber of negative, immediate, and certain consequences experienced by the followers.
While important, removing an obstacle to performance does not guarantee that the desired performance will take place. A client of Aubrey Daniels International, a Midwest bank, discovered this truism after they spent millions of dollars removing certain types of paperwork from their branches. Their consultants had convinced them that the administrative burden was suppressing sales. To increase sales, paperwork was reduced by 90 per cent, yet sales didn’t increase. They failed by not building in PICs for the new behaviors, a very common mistake. They built in bonuses, thinking that doing so would drive the correct behavior. Bonuses are positive, future, and uncertain consequences from the performers’ perspective and are weak performance drivers.
You will avoid these kinds of failures if you examine in detail the behaviors you are asking for prior to implementing your plan. What happens to the individual when she does what you expect? We find the best answers to that question when we perform what we call a PIC/NIC analysisr, which is often very revealing when planning any organizational change.
Excerpted from:
Measure of a Leader by Aubrey C Daniels and James E Daniels
Copyright 2007 by Aubrey Daniels International Inc. Price: Rs 450. Reprinted by permission of Tata McGraw Hill Publishing Company Limited. All rights reserved.
Aubrey C Daniels is the author of bestselling management classic Bringing Out the Best in People. His management consulting firm, Aubrey Daniels International, works with business leaders around the world.
James E Daniels, vice president and senior consultant with Aubrey Daniels International, has developed productivity and quality improvement systems for corporations around the globe.
Do you keep delaying things? Eat that frog!
Do you keep delaying things? Eat that frog!
Brian Tracy
There is one quality that one must possess to win, and that is definiteness of purpose, the knowledge of what one wants and a burning desire to achieve it.
Napoleon Hill
Before you can determine your “frog” and get on with the job of eating it, you have to decide exactly what you want to achieve in each area of your life. Clarity is perhaps the most important concept in personal productivity. The number one reason why some people get more work done faster is because they are absolutely clear about their goals and objectives, and they don’t deviate from the.
The greater clarity you have regarding what you want and the steps you will have to take to achieve it, the easier it will be for you to overcome procrastination, eat your frog, and complete the task before you.
A major reason for procrastination and lack of motivation is vagueness, confusion, and fuzzy-mindedness about what you are trying to do and in what order and for what reason. You must avoid this common condition with all your strength by striving for ever greater clarity in your major goals and tasks.
Here is a great rule for success: Think on paper
Only about 3 per cent of adults have clear, written goals. These people accomplish five and ten times as much as people of equal or better education and ability but who, for whatever reason, have never taken the time to write out exactly what they want.
There is a powerful formula for setting and achieving goals that you can use for the rest of your life. It consists of seven simple steps. Any one of these steps can double and triple your productivity if you are not currently using it. Many of my graduates have increased their incomes dramatically in a matter of a few years, o even a few months, with this simple, seven-part method.
Step one: Decide exactly what you want. Either decide for yourself or sit down with your boss and discuss your goals and objective until you are crystal clear about what is expected of you and in what order of priority. It is amazing how many people are working away, day after day, on low-value tasks because they have not had this critical discussion with their managers.
One of the very worst uses of time is to do something very well that need not be done at all.
Stephen Covey says, “Before you begin scrambling up the ladder of success, make sure that it is leaning against the right building.”
Step two: Write it down. Think on paper. When you write down a goal, you crystallize it and give it tangible form. You create something that you can touch and see. On the other hand, a goal or objective that is not in writing is merely a wish or a fantasy. It has no energy behind it. Unwritten goals lead to confusion, vagueness, misdirection, and numerous mistakes.
Step three: Set a deadline on your goal; set subdeadlines if necessary. A goal or decision without a deadline has no urgency. It has no real beginning or end. Without a define deadline accompanied by the assignment or acceptance of specific responsibilities for completion, you will naturally procrastinate and get very little done.
Step four: Make a list of everything that you can think of that you are going to have to do to achieve your goal. As you think of new activities, add them to your list. Keep building your list until it is complete. A list gives you a visual picture of the larger task or objective. It gives you a track to run on. It dramatically increases the likelihood that you will achieve your goal as you have defined it and on schedule.
Step five: Organize the list into a plan. Organize your list by priority and sequence. Take a few minutes to decide what you need to do first and what you can do later. Decide what has to be done before something else and what need to be done afterward. Even better, lay out your plan visually in the form of a series of boxes and circles on a sheet of paper, with lies and arrows showing the relationship of each task to each other task.
You’ll be amazed at how much easier it is to achieve your goal when you break it down into individual tasks.
With a written goal and an organized plan of action, you will be far more productive and efficient than people who are carrying their goals around in their minds.
Step six: Take action on your plan immediately. Do something. Do anything. An average plan vigorously executive is far better than a brilliant plan on which nothing is done. For you to achieve any kind of success, execution is everything.
Step seven: Resolve to do something every single day that moves you toward your major goal. Build this activity into your daily schedule. You may decide to read a specific number of pages on a key subject. You may call on a specific period of physical exercise. You may learn a certain number of new words in a foreign language. Whatever it is, you must never miss a day.
Keep pushing forward. One you start moving, keep moving. Don’t stop. This decision, this discipline alone, can dramatically increase your speed of goal accomplishment and boost your personal productivity.
The Power of Written Goals
Clear written goals have a wonderful effect on your thinking. They motivate you and galvanize you into action. They stimulate your creativity, release your energy, and help you to overcome procrastination as much as any other factor.
Goals are the fuel in the furnace of achievement. The bigger your goals and the clearer they are, the more excided you become about achieving them. The more you think about your goals, the greater become your inner drive and desire to accomplish them.
Think about your goals and review them daily. Every morning when you begin, take action on the most important task you can accomplish to achieve your most important goal at the moment.
EAT THE FROG
Take a clean sheet of appear right now and make a list of 10 goals you want to accomplish in the next year. Write your goals as though a year has already passed and they are now a reality.
Use the present tense, positive voice, and first period on so that they are immediately accepted by your subconscious mind. For example, you could write. “I earn x number of dollars per year” or “I weight x number of pounds” or “I drive such and such a car.”
Review your list of 10 goals and select the one goal that, if you achieved it, would have the greatest positive impact on your lie. Whatever that goal is, write it on a separate sheet of paper, set a deadline, make a plan, take action on your plan, and then do something every single day that moves you toward that goal. This exercise alone could change your life!
Excerpted from:
Eat That Frog! by Brian Tracy.
Copyright 2007 by Brian Tracy. Price: Rs 150. Reprinted by permission of Tata McGraw Hill Publishing Company Limited. All rights reserved.
Brian Tracy is one of America’s leading authorities on the development of human potential and personal effectiveness. Eat That Frog! is an international bestseller and sold more than 500,000 copies.
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