Do It Right

How to quit without guilt................................................................................................... 3

Make no mistake! Learn from them................................................................................4
To blog or not to blog is the burning question!.....................................................5
Corporate social responsibility.......................................................................................8
What should we look for?............................................................................................... 10
Managing creative types................................................................................................. 11
Dazzle digitally.................................................................................................................. 14
Hiring for Character......................................................................................................... 16
Handling substance abuse.............................................................................................18
Deft downsizing................................................................................................................ 21
Acing the campus interview........................................................................................... 23
Stop that or else... !.......................................................................................................... 24
Managing creativity.......................................................................................................... 26
Lesser the emotional baggage......................................................................................27
Managing the talent crisis.............................................................................................. 29
Taboo topics...................................................................................................................... 30
Blend for the better.......................................................................................................... 32
Is your workplace noisy?................................................................................................ 33
Deal with your blues........................................................................................................ 35
Do not bite the bait........................................................................................................... 38
When a know-it-all says it all.........................................................................................40
No strain - retain!.............................................................................................................. 43
The Return of The Prodigal Employee........................................................................46
Selling for a life!................................................................................................................ 48
Commit for Compensation!............................................................................................ 51
Right style downsize........................................................................................................ 53
Dare to think out of the box........................................................................................... 55
Right Moments To Teach!............................................................................................... 56
Say Yes to Aggression.................................................................................................... 58
Of Messy Meetings........................................................................................................... 59
Make No Mistake............................................................................................................... 62
Service and a Smile.......................................................................................................... 65
Casing the Joint................................................................................................................ 69
The Curse of Creativity.................................................................................................... 71
Lead Kindly Light.............................................................................................................. 72
The Roar of the Paper Tiger...........................................................................................74
Living with Priorities........................................................................................................ 76
5 myths of networking..................................................................................................... 78
Empower employees effectively...................................................................................79
Unethical Work Habits..................................................................................................... 82
The Seven Blunders of Management World...............................................................84
Right Career Choice is The Key....................................................................................85
Befitting Body Language................................................................................................87
Self Counsel Your Way to Success..............................................................................89
Rehiring Exceptional Talent...........................................................................................91
Ask your way to approvals.............................................................................................92
Cut out for sales career?................................................................................................ 94
Working and unhappy..................................................................................................... 96
Workplace alliances......................................................................................................... 97
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Tackling with tact.............................................................................................................. 98

Attract winners and retain them too!.........................................................................100
Give credit where it's due.............................................................................................102
Harassment is unhealthy.............................................................................................. 104
Objective appraisals...................................................................................................... 106
Look for a silver lining................................................................................................... 107
Personal vs. professional life......................................................................................108
Let time work for you!.................................................................................................... 111
Games People Play........................................................................................................ 113
Get to the gemba, now!................................................................................................. 115
Tame the team bullies!................................................................................................... 116
Asking the right questions........................................................................................... 118
... the Devil and the Deep Blue Sea.............................................................................119
Change management and you.....................................................................................121
Bull's-Eye- Staying in Focus........................................................................................123
Build a winning team..................................................................................................... 125
Feeling alive?................................................................................................................... 126
FIGHTING FATIGUE AT WORK.....................................................................................127
Negative impact.............................................................................................................. 129
Hell-office!!....................................................................................................................... 131
Layering Layoffs............................................................................................................. 132
Don't drop dead at deadlines.......................................................................................134
I'm the Best?.................................................................................................................... 135
Resolving resolutions................................................................................................... 136
Priorities - old and new.................................................................................................137
`No' problem!................................................................................................................... 138
Doing it right!................................................................................................................... 139
Serving time!.................................................................................................................... 141
Frustrated efforts............................................................................................................ 143
Seven deadly sins at the workplace...........................................................................144
Fun & work= increased productivity..........................................................................145
E-mail as a promotional tool........................................................................................ 146
Fired and hired................................................................................................................ 147
Tricks for techies............................................................................................................ 148
Doing business the write way.....................................................................................149
Confidence and confidence!........................................................................................ 151
Change the way you think!...........................................................................................151
First impression, best impression..............................................................................152
A better place to work.................................................................................................... 153
Poised and perfect......................................................................................................... 154
At the receiving end....................................................................................................... 155
Leave fear behind, explore your potential.......................................................................157
Pick right communication strategies to create value.....................................................159
Managers need to look beyondcost factor in outsourcing............................................163
Right social skills key to succeed in workplace, shine in life........................................164

How to quit without guilt

BIDDING adieu to corporate life is as difficult as saying good-bye to your loved ones.
Getting into a job is tough but quitting one is tougher. The latter has certain constraints
and repercussions, which people often tend to overlook.
Most of us fear the thought of quitting a job. Not because we are not sure of getting a
better opportunity but because we just don't want to step out of the comfort zone and the
benefits thereof.
People are wary about losing stable salaries, perks and the plushy ambience of their
workplace. A regular paycheck gives a sense of financial security that cannot be easily
substantiated by any other income. Being a member of a corporate family gives the
feeling of being an `insider', which might be lost once you turn into an entrepreneur.
As the stress, competitiveness, and instability of the corporate sector is on the rise,
corporate personnel have been considerably turning into entrepreneurs. Sophisticated
technology and ample availability of resources are encouraging people to give up the
corporate world.
Some of the excuses that you could dabble in to free yourself of a corporate job include:
Lapse in ethics: When you are forced to go against your morals and beliefs, you are
made to compromise with your self-respect.
Loss of will to work: When you don't know why you are working and what exactly you
are doing it's better to stop working. This could be an indication of an internal problem
like depression.
Careless about deadlines: When you are just not serious about your project deadlines,
presentations to be made or the happenings in your company.
Looking for excuses: When you start looking for excuses to avoid going to office,
calling in sick falsely, reporting late and shirking work by dumping it on somebody, you
need to give it second thought.
Identity crisis: When you feel that your boss or your colleagues no longer appreciate
your work and that your presence in the office is of no avail.
Don't wanna be like them syndrome: Whenever you see your boss or colleagues you
ask yourself `Will I end up doing the same'? And shudder at the thought.
When discriminated: When your efforts go unrecognised and you are a victim of racial
or religious discrimination.

Bearing the brunt: When you were made a scapegoat for something that you haven't
done, and made to overwork unnecessarily.
Gender discrimination: When you were harassed because of your gender, and your
colleagues do not support you.
Most people in the corporate sector, however unhappy they might be with their jobs, do
not leave due to several factors like - regular income, the corporate halo that the
company might generate, the lavish lifestyle, family pressures, domestic requirements
and finally the branded image they have got used to sporting.
So, the next time you feel depressed with feel like an insomniac do not hesitate to
excuse yourself from it.
SANDHYA. U
Make no mistake! Learn from them
`Those who cannot remember the past are condemned to repeat it.'
- George Santayana.
Mistakes are things everyone is afraid to commit and dare not accept or commit.
However despite all efforts, they have a strange way of seeping into our lives, messing
up our work and leaving us guilty. Sometimes we laugh at them, sometimes we ignore
them, sometimes we ponder over them and at times even disown them. Whatever we
might do, they are there to stay. They remain hidden in some recess of our minds,
resurfacing occasionally to give us that prick of "Oh! I shouldn't have done that!" "Not
again!"
What if there were a way out? What if we can learn from the mistakes committed by
others or our own and never repeat them? What if we can make use of the knowledge
other than ours? It is these thoughts that must have shaped the necessity to document
and organise the knowledge inherent to organisations.
Several organisations irrespective of their size and domain of work are resorting to the
codification of management practices, application of corporate policies facilitating the
dissemination of the employees' functional repertoire.
To be able to learn from others' mistakes, we need to unlearn all those conventional
notions of faultless work; perfect track record etc, being faultless equals working
stagnantly. If one has to learn something new and grow in a profession then one is
bound to commit mistakes. Unless one commits a mistake and learns from it, his
knowledge will be limited as he cannot be equipped enough to deal with the oddities of

work. It's as bad as knowing how to drive a car perfectly but not knowing how to fix a flat
tyre.
Grow Attentively: Mistakes will make you learn; and help you grow. Whichever type
they might be, trivial or serious or fatal, they will have their own way of teaching you the
facts and acquainting you with the harsh reality. When you see others commit mistakes,
you become aware of what and how to avoid committing them.
Tell yourself that its ok to commit mistakes as long as you are ready to learn from them.
But how do you learn from others' mistakes? The corporate world offers numerous such
opportunities, it can be a company learning from the faults of another company or a
workplace scenario wherein one employee learns from those mistakes committed by his
co-workers now or in the past.
Learning from others' mistakes, prevents subjective guilt. Moreover, it costs nothing,
except some time and observation. Here are the few tips to learn from the workplace
errors of others:
If you were working on a project, remember several projects would have been done in
the same fashion earlier. So, refer to all documented information available pertaining to
it.
See what was documented and make a note of the kind of errors that were committed
during the procedure.
Compare your project with the previous one and try to assess the differences.
Given the fact that no two projects can be entirely identical, try to understand the factors
that differ.
Now try to apply the information of dos and don'ts that you have gathered to your own
project and attempt a perfect job.
Do not blindly apply all the tips elicited from your study. Talk to the team members who
have done the previous projects and gain from their insight and advice.
Keeping in mind the inevitability of mistakes in one's work, try learning from them and
enrich your knowledge. The next time you see somebody who has committed a mistake,
don't laugh at him, try learning from his experience. Let others' mistakes teach you, as
they say, `a foolish man learns from his mistakes while a wise one from others'.
SANDHYA. U
To blog or not to blog is the burning question!
THE INTERNET is touted as the final frontier for self-expression sans censorship. The
easy creation and maintenance of web pages has led to a blog explosion. Popularly

known as Blogosphere it is the ultimate democratic media ecosystem, where the

individual experiences unrestricted freedom of expression.
As more and more people seek publishing gratification in cyber space, blogs are here to
stay. Simply put a blog is a person's chronicle of a day's events, experiences and
contacts made from dawn to dusk, online for all to read.
Blogs are meticulously maintained and updated every hour of the day.
Many bloggers have left their day jobs to make blogging a money making venture.
Virtual world impacts the real!
Recently, an employee of a major search engine company was fired because he had
published his experiences in the company in his blog. Apart from detailing his work, he
talked about the well-stocked cafeteria and also commented about the company's
finances. For that company it was an absolute NO-NO.
A lady flight attendant of an airline was fired because she had posted pictures of herself
in uniform in her blog that chronicles her experiences as a flight attendant. The company
termed her pictures "inappropriate" and dismissed her.
While appointment letters of many IT companies run into pages, explaining the
consequences of divulging company secrets, there are still no clear cut rules about
maintaining blogs.
Some companies candidly ask you to mention your online activities so that they can
discreetly monitor it.
Many companies actively encourage their employees to express themselves online.
They view employees' blogs as valuable feedback that will help in improving working
conditions and management practices.
Most companies however do not address the issue until it becomes a problem.
In India blogging is very popular with entire groups of professionals dedicated to
exchanging ideas and developing new technologies.
It is time companies take a stand regarding this medium of expression. They need to
give it a serious thought and define company policies regarding employees' online
diaries.
What companies can do...
Disclaimers:
Companies can make it mandatory for employees to have a disclaimer on the homepage
of their blog.

It should clearly state that the views expressed are that of the individual and are not
supported, or seconded in any way, by the company.
The disclaimer needs to be prominently displayed, so that the viewers take the
comments as personal expression rather than reflective of the company's view point.
Consequences:
The management should have a well defined policy towards its employees' online
publication rights. It needs to clearly state what is acceptable and what is not. The
employees must be made aware of the consequences of recklessly divulging company,
research, and product information.
Interaction:
Employees on their part can discuss with managers before writing about developments
at the work place. This acts as a safeguard. Volunteering information is an easy way to
maintain a good relationship with the management, without surrendering personal
freedom.
Respect company confidentiality:
In such a market-sensitive scenario it is advisable to respect company confidentiality. It
is only fair that the management attempts to protect new product development, research
and financial information. An untimely or unintentional leak can cause the share prices of
the company to plummet. New media technologies are making communication faster
and more efficient. While everybody gets to enjoy the freedom of this medium, it also
calls for individual responsibility for the information being showcased.
Mutually agreed upon guidelines must be followed by individuals and organisations so
that neither the company's right to privilege of information nor the employees' right to
freedom of expression are infringed upon.
MALINI SURYANARAYANAN

Corporate social responsibility

EMERGENCY management teams of various companies could be seen on the site
when bomb blasts recently rocked Mumbai. It is through such gestures that
organisations show their responsibility as corporate citizens to the society.
Corporate social responsibility comprises sustenance of depleting environmental
resources, emergence of effective workplace practices and narrowing the gulf between
the rich and the poor.
The good old concept of corporate social responsibility though is taking new dimensions
with more and more companies encouraging and involving their employees in the
numerous social activities and ventures being undertaken in collaboration with NGO
groups and voluntary organisations. With a large percentage of the workforce being
young and enthusiastic they are volunteering with utmost dedication and concern and
not as a mere obligation. Even in the absence of any legal binding the concept is
catching on worldwide.
Origins
Where did this concept emerge? Really speaking this concept is neither the brainchild of
a single person nor of a single organisation. There has always been an ethical
perspective to the business strategies practised all over. There are several moral edicts
organisations have been following for several decades. One such ethical perspective is
the desire to offer help, being conscious of the fragility of the environment we are living
in.
However, one tends to wonder how genuine is the concept of corporate social
responsibility? There's widespread scepticism about the commercialisation and
publicizing of this responsibility and the authenticity of the triple-bottom line reporting. A
section of the media considers these initiatives as brand building tactics echoed merely
in the closed doors of executive boardrooms.
In reality, most companies have special departments to document the best practices of
corporate social responsibility and integrate them into the organisational fabric. They are
investing huge amounts in creating special foundations for the implementation of these
practices with a view to making a huge difference to the people around them. They are
also drafting special policies to ensure better working conditions and promote the family
welfare of their workforce.
Satyam Foundation of Satyam Computer Services Ltd., Infosys Foundation of Infosys
Technologies Ltd., GE Foundation of the General Electric Company stand as a testimony

of the philanthropic commitment of the corporate sector in India. Irrespective of the

profits they are making, these foundations are instrumental in funding health and
educational facilities. Besides they are aiming at uplifting of the poor and enhancing the
standard of life in the rural sector.
The legendary TATA group has involved all its companies in some social initiative or the
other. Their diverse approach towards corporate social responsibility is designed to meet
the needs of environment as well as of the community. They believe in making an
individual self-reliant rather than offering mere monetary assistance. Their offers of
scholarships to meritorious students have encouraged and created a relief committee to
deal with eventualities. In addition, there are special programmes for the welfare of
women, rehabilitation projects, etc.
Infosys Foundation of Infosys Technologies Ltd has done exceptional philanthropic work
by providing shelter and assistance to destitute children and building libraries and
science centres in several government schools run in remote areas. They are also
providing financial assistance to artisans and their families in their endeavour to sustain
and revive the disappearing art forms and the ethnic culture of rural India.
Corporate social responsibility claims to offer manifold benefits both internally and
externally to the corporate giants involved in various projects. Externally, it creates a
positive image amongst the people for its company and earns a special respect amongst
its peers. Internally, it cultivates a sense of loyalty and trust amongst the employees in
the organisational ethics. More importantly, it serves as a soothing diversion from the
mundane workplace routine and gives one a feeling of satisfaction and a meaning to
their lives.
There has been a revolutionary change in the attitude of the corporate sector towards
the community they are operating in. Corporate social responsibility emphasises the
responsibility of companies towards the stakeholders as against their earlier focus on
profit-making alone. Fears of global warming, the constant exhaustion of natural
resources etc is urging the corporate world to take social initiative with a new
perspective.
We can thus envision a better future where these corporate forces remain exemplary in
their stance and work together.
SANDHYA.U

What should we look for?

WE ALL work for a reason and the reasons can be as different as the individuals that we
are. For most of us our work is our identity and when we lose that we feel as if we have
lost ourselves. Hence, when we are desperately job-hunting, any post that even
remotely hints at requiring someone with our skills and qualifications, feels as if it were
designed for us. We invest so much of ourselves in our work that it is easy to make
believe that our jobs are perfect as is the organisation we are slogging for. So much for
that utopian ideal!
However, if one were ever to conduct a `spiritual audit' not many companies will pass
muster. Behind all that talk about values and vision, most organisations are profit driven,
high - pressure centres that consider your paycheck a trade off for your soul. So even
while you continue poring over job advertisements looking for that `one perfect job',
make sure you look beyond the obvious perks and pay cheques for a company that is
worth your commitment.
While we often contemplate and wonder if we are good enough for the organisation,
never do we look at the fact if the organisation is worth us. We all look for companies
that can offer us `growth, success and a lucrative pay cheque', but how often do we feel
the need to look for a place that will offer us something more, that recognises employee
needs and desires beyond the workplace - be it children, aged parents or even time for
personal interests. Do we, in short ever look for organisations that are spiritually rich?
There are a few things that make organisations spiritually rich:
Trust: If there is no mutual trust and belief in each other's abilities, then no organisation
can have happy employees. Respect, trust and a sense of belonging are the all too
important ingredients.
Open communication: across the organisation, internally and externally
Congruity: strong value system practised by all, consistently
Leadership: competent at all levels and good organisational skills
If an organisation can boast of these four attributes one can be sure that it will be
flexible, responsive and respectful of employee needs. At the heart of every good
organisation there should be a culture that promotes discipline, growth and values its
people the most. However, one can never know a company's culture until one has
worked there for a while.
For starters, you can look out for simple things that are a dead giveaway like: is there a
healthy team spirit, do people respect each other, what is the hierarchy like, is there free

10

and informal communication, is the working environment relaxed or formal, the degree of
camaraderie between the seniors and junior workers etc These small details can easily
tell you the kind of organisation you are working for. For instance, an organisation may
have introduced new technologies, new facilities and policies for more flexible working
but if it remains wedded to the values and management methods of the past, very little
can be achieved.
Some other factors to look for:
Does it provide a work/life balance?
Working environment/ and performance
Is there a policy of inclusion or exclusion?
What is the company history?
The aim of all good organisations has to be the reconciliation of the organisational
purpose with the needs and feelings of its people. At the same time they should have the
probity to be able to empathise, be compassionate and truthful. It should foster diversity
and tolerate personal preferences. Traditional and inward looking management thinking
may not be able to fulfil all these aspects.
Rewards and recognition should be part of the organisational policy. Know on what basis
the rewards are given; look for organisational stability and security.
When you make that all important decision to work for an organisation, make sure that
you look for the things that will bring you joy in your work and it's a fit that matches you
perfectly. It is these factors that will provide the motivation for you to make continued
contribution and is worth identifying with.
MP
Managing creative types
GLAMOROUS fields like advertising, fashion designing and the world of art and
literature are more artistic, creative and innovative than others. They also attract talented
people who thrive on free thought, creative freedom, and complete chaos. However,
having said that, sometimes you could end up with a creative type (the long hair, messy
desk and a two day stubble are the advertising staples) even in the highly structured,
organised and no-nonsense profession like accounting or banking. Let's admit, there are
not many professions that can afford to do without a few of these intuitive, resourceful
types who can always come up with innovative suggestions and inspired ideas.
Managing and motivating the Albert Einsteins and the Henry Fords of organisations is no
cakewalk.

11

Still, if handled deftly, managing creative individuals can be an enjoyable and

challenging experience. If you have some such people in your organisation here are few
ideas for managing them right!
Cultivate a creativity-inducing space: As much as possible, provide your employees
with an environment that is conducive to creativity.
Even if you are working in dreary offices or box-like cubicles, find a way to make the
creative workers' space appealing. When Bob Brunner who led a design team in Apple
Computers first took charge, his team was stuck in cubicles (just like everybody else) in
the corner of the engineering building.
He immediately hustled his group to another building where they took standard-issue
Apple furniture and rearranged it in a slightly off-kilter pattern.
Everything was at 45-degree angles and half the partitions were left out. In Brunner's
own words, "It set up the idea that there are different ways to do things."
Give them creative freedom, within limits: Creative people tend to be task focussed,
rather than process focussed. A difficult challenge excites them. "Creativity is not like an
assembly line," asserts Simon Williams, CEO and president of the New York-based
brand-strategy firm The Sterling Group. "Managers must realise these are human
machines, and they break down, get angry, get drunk."
As much as possible, creative people should have the freedom to work on their own
terms. Make sure your employees are given time and room to think, explore, question,
even play and have fun. At the same time, you also need to provide enough structure to
keep your creative employees on track and on schedule.
Left to themselves, many creative people will neglect the less interesting, routine
aspects of their work.
So do set limits, specify problems clearly and let them know when it is time to complete
the task and move on to something new.
One must remember that the intention of setting boundaries for creative people is not
restrictive, but directive.
Most creative people tend to crave more recognition than the rest of us. They are also
unusually sensitive to criticism and rejection. So don't skimp on the praise. Be open to
new ways of working. Add a bit of fun to work and give them the freedom to do their own
thing.
The bottom line is: managing creative people can be frustrating but also intensely
rewarding.

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Developing the special skills and the required patience will keep you from having a
nervous breakdown while they take their time working on that brilliant idea, amazing new
design, or anything else they can dream up.
BINDU SRIDHAR

13

Dazzle digitally
THE GOOD old two-page, print friendly rsum is facing stiff competition from a new
kind of on-line document - the digital career portfolio. Don't get me wrong; the basic
rsum is still very essential when it comes down to job-hunting, but having a digital
career portfolio can definitely add that extra panache.
A digital portfolio can be a powerful tool in an employment or campus interview. The
power of an electronic portfolio is that it is a visual medium. You don't have to restrict
yourself to dry, boring facts about yourself.
You can instead help your reader witness your accomplishments and visualise your
aspirations.
One portfolio artifact is worth more than a thousand words found in a job application or
rsum-letter. Just imagine, how much more easier it would be to convince prospective
employers of your credibility if you show them actual work samples rather than expecting
the employer to believe what your rsum states. Or, instead of using mere words to
describe your work, you could add scanned images from the work site. A well-organised,
creative career portfolio can take the form of a visual proposal, a brochure, or a
scrapbook-like traditional portfolio displayed either in print or in digital format (e.g.
PowerPoint(r), PDF(r) files, multimedia documents).
There are no hard and fast rules about constructing a digital portfolio and you could
experiment all you want with sounds, graphics, words, pictures as well as an entire
range of multimedia options to effectively communicate your ideas, experiences, talents,
and accomplishments. The possibilities of such a portfolio are only limited by your own
creativity.
A career portfolio must include a cover page. Be as creative and innovative as you want
with the graphics, sound and multimedia effects. The cover page has to catch the
attention of the viewer (For the same reason, it shouldn't take far too much time to
download). It should include links to other documents such as the rsum. You can have
the rsum details on a single page or you can have individual links to headings such as
contact information, work history, volunteer experience, education and training (detailed
information), hobbies, references, etc.
You could also embellish your portfolios with additional nuggets like newspaper
photographs or clippings, pictures of any awards you've received or links to articles that
you have authored or a program you have developed, etc.

14

Not everybody will have the time to scrutinise your online portfolio. So also include a
smart printer friendly version of your online rsum.
Career portfolios have other uses beyond job-hunting. While it is one way to dazzle
prospective employers during interviews, it can be used creatively to promote a new idea
or work assignment, as a tool for employee evaluation, or as part of a sales pitch.
A digital portfolio is as savvy as you can make it --carry it on your laptop, host it online or
squeeze it into a sleek CD. Polish your shoes, straighten that tie, and there you are
ready to dazzle digitally be it your employers, customers or clients anywhere and
anytime.
BINDU SRIDHAR

15

Hiring for Character

IF YOU thought talent was all that mattered for success in your dream career, consider
this. According to a report, most employers believe that character and work ethics matter
more than talent or skills when it comes to rating employees for promotion or a post of
power.
While sheer talent could fetch you fancy perks and an immediate hike in your pay
packet, you must have strong work ethics and strength of character if you harbour hopes
of wielding a position of power or authority in your career.
In the long run, character has more to do with top performance rather than skill. Think
about your most difficult employees. Do they vibe well with their teammates, their peers
and their superiors? What is their attitude to work? Do you get positive feedback about
them? Probably no. They may be great at what they do (skills) but they are still rated as
poor employees. These are people nobody wants to work with.
Now, consider some of your not so gifted employees. While they may not exactly be
bursting with talent and creativity at the seams, they are nevertheless good at their work,
efficient, hardworking, honest and responsible. They are willing to learn and go the extra
mile and also make a team effort. Now, if you were to decide between the two, who
would you prefer to work for the company? Undoubtedly, every company wants positive,
dedicated, committed and team-oriented workers on its rolls.
It is a fact that job skills are very important and are essential. Talent is needed to achieve
many great things. But, good work habits, together with good character they help build,
are important foundations for every life goal and every dream. Let's face it; there is no
dearth of educated, qualified and skilled employees in the world today. While finding
exceptional talent is no mean task, you don't have to look too long and hard to find
people with a decent level of competence in the skill sets required for their jobs. With
hard work, even those who are less able can improve on their job skills.
The most important competency required of an excellent employee, however, is much
more difficult to acquire on the job - character.
It is for this very reason, experienced employers often hire or promote people with good
work habits over those who are better trained or skilled, but may not have good work
habits.
Their understanding is that they can train people in job skills more easily rather than in
good work habits. So, it makes sense to hire people with good work habits and train
them in job skills, rather than do the reverse.

16

Hiring, based exclusively on skills, can create problems when talented hires turn out to
be rotten employees in every other way. Remember, every employee affects your
organisation's efficiency, morale, productivity and customer service. Talent sans
character has no real place in an organisation. Hiring for work ethics, character and skills
in that order, not only helps you select the best person for the job r, but also choose
someone who is a good fit for the organisation as a whole.
BINDU SHRIDHAR

17

Handling substance abuse

ONE OF your employees, a known drug addict, staggers into the office with bleary,
blood-shot eyes. Another is obviously married to the bottle and is perpetually hung over..
Unfortunately, nowadays, substance- abusers have become part of the active employee
base in organisations.
But the question is, how do you, as a manager or employer, handle such employees? Do
you dare to take a stand or prefer to let sleeping dogs lie? Unfortunately, most
organisations tend to prefer the latter option and overlook the situation to avoid rocking
the boat.
Employees who are into substance abuse have impaired performance. Further, with
them around, the probability of risky activities and on-the-job accidents increases. In
fact, a recent study indicates that substance abusers are 3.6 times more likely to injure
themselves or another person in a workplace accident. Also, up to 40% of industrial
fatalities and 47% of industrial injuries can be linked to drug abuse and alcoholism.
The company suffers in terms of lost productivity, absenteeism and health insurance
claims, not to mention lawsuits arising out of inappropriate behaviour. According to The
National Clearinghouse for Alcohol and Drug Information, the loss to companies in the
United States alone, due to alcohol and drug abuse by employees totals $100 billion a
year.
Setting the stage
A corrective strategy is the need of the hour as turning a blind eye to substance abuse
will only escalate the issue. As Dr. Joni Johnston, a clinical psychologist and CEO of
Work Relationships, states, `An employer who proactively addresses workplace
substance abuse through effective policies, procedures, and programmes is not only
helping prevent an abusive or enabling work environment; he/she may ultimately help
the employee escape from the prison of addiction'. Here's what a typical policy of dealing
with such employees should comprise:
Health promotion education -The management should organise workshops to educate
employees with information and awareness of the dangers of drug or alcohol usage and
its impact on work and life.
Substance abuse policy - A company should adopt a clear and strong policy that
outlines acceptable codes of behaviour and prohibits employees from coming to work
under the influence of illegal drugs or alcohol. Also, the disciplinary consequences of
violation of the policy should be clearly stated.

18

Rehabilitation - The employer should provide professional counselling and treatment

packages to employees to help them overcome their addiction. They should also ensure
that confidentiality is maintained to protect employee interests.
Drug and alcohol - test - Companies can even conduct regular examination of
employees if the law permits and if they find it economically viable.
Train managers - Last, but not the least, guide supervisors to be alert and quickly
identify obvious signs of impairment. The following are a few of the telling signs that hint
at possible substance abuse:
Inappropriate or unclean dressing, slurred speech, unsteady gait or bad breath
Excessive sick leave, repeated absence or consistent unpunctuality
Low productivity, incoherent or poor quality of work, slower work pace than usual or work
frequently needs to be redone
Low concentration on work, tendency to ignore problems, errors in judgment or recurrent
wrong decisions
Sudden inability to handle complex assignments or to meet deadlines and requires
constant supervision, instruction or assistance
Increased levels of accidents, misuse of equipment, inappropriate actions or illogical
behaviour
Unusual irritability, aggression, volatility or constant fatigue
Deterioration in peer relationships due to lack of co-operation, mistrust or negative
attitude
Waging the war
Counselling an employee to dissuade him from substance abuse is easier said than
done. The manager has to treat the addict with kidgloves, as he is no longer the same
person he/she used to be. In fact, addiction is a medically proven disease and often
causes individuals to act in ways that are not normal of them. The management has to
observe and record suspect actions, conduct or appearance of the concerned employee.
Similarly performance issues like sporadic work, mistakes, time wastage or low
productivity should be recorded.
The management should have a one to one with the said employee and prepare
responses to anticipated arguments and justifications. Also, the said employee should be
sober and level headed during the discussion.
The employer should not blame the employee assuming that his/her behaviour suggests
substance abuse. It could even be a simple case of stress, lack of sleep or illness.

19

Employers should give the benefit of doubt and proceed with care, or else they can face
a defamation lawsuit.
The management should express its concern to the employee and try to find out about
latent personal problems. The manager should express his/her observations based on
the observed behaviour and steer clear of innuendo or criticism. He/she should also
warn the employee about his/her conduct and the consequences. The employer has to
offer support and help to the employee to overcome the addiction. This can be done
through counselling, medical assessment and confidential rehabilitation. If the employee
refuses to change and rejects the proffered assistance, the company can invoke
disciplinary action and even fire the employee.
PAYAL CHANANIA

20

Deft downsizing
DOWNSIZING, for whatever reason, is a business reality. Profitability, productivity,
strategy and the like are reasons that overarch the decision. At the same time, it is not
an easier decision to make. But, you have no other choice but to live with it. You need to
communicate the decision to your employees. You are sure to face resistance from the
ones who would have to leave and even perhaps from the ones that would stay back.
Ensure smooth transition
Just because the decision sounds harsh, you cannot delay its communication. Share
with them the rationale behind the decision. Ensure the separation process is a smooth
one. Make gestures that would have a feel-good impact.
Consider the case of a BPO unit. A couple of years ago, the company decided to lay off
staff. Following this, the company then chalked out a plan to ensure a smooth transition.
Announcing the decision
The company did not have to expend much effort in communicating the decision;
because, from time to time, the employees were being apprised of the turbulent times
the company was going through. The decision to go for downsizing, then, looked logical
to the employees.
Mere announcement does not guarantee smooth implementation of the decision. The
company realised this and engaged a team of professionals to implement the process.
The team conducted a one-on-one discussion with all the employees who would be
affected by the decision to make them aware of why the decision was being made.
Further, the discussions also focussed on addressing individual concerns.
The efforts paid off, as a majority of the employees were convinced about the
circumstances that forced the company to arrive at the decision.
Preparing for separation
Once the list of employees to be separated was finalised, the company made a move
that seemed unprecedented. It made efforts to know the career aspirations of individuals
that were being separated. This was followed by an exercise of mapping the skill sets of
individuals with their career aspirations. The company found that many of these
individuals required soft skills to enhance their marketability. Having found out the
shortcoming, the company engaged a professional training firm to train these individuals.
Apart from honing the skills of the individuals, the training firm was entrusted with the
responsibility to find them a suitable placement. At the end of the training programme,

21

many of the individuals were either placed well in other organisations or left to pursue
higher education.
The case study illustrates that downsizing, when done with a rationale and with a
humane touch, will get a definite buy-in from your employees. Failure to do so would
trigger resistance leading to chaos and would add to the problems of the company.
SAI GAUTAM

22

Acing the campus interview

IT IS THAT time of the year again when students in their final year wait to be hand
picked by top firms across the country in their campus recruitment drives. The 3-5 days
of recruitment drive can make or break their career as it can mean the difference
between stepping out of college with or without a job. Top-of-the-line companies usually
participate in campus recruitments in the hope of getting some bright and talented
students. And it is up to the student to make them want to hire him. Here are a few
pointers to help you succeed:
Pack your parachute before you jump
Prepare a well-crafted rsum in advance, taking care to avoid some of the common
errors. Provide accurate and appropriate information about your qualifications and
interests. On-campus interview essentially means you will be compared to others in your
batch/college. So figure out what will make you stand out from the rest and make that
the highlight of your rsum. It could be highest marks, extracurricular activities, position
of authority on campus, unusual hobbies, past achievements, etc. Form study groups
with trusted friends before placements to prepare together and cover basic ground. And
since some interviews involve group discussions, group work, etc., teamwork will stand
you in good stead.
Of square pegs and round holes
Get a list of the visiting companies and indulge in a screening session of your own. Pick
the ones that are right for you based on the company goals, its culture, job description
vis--vis your skills, education and aspirations.
Do not just go by names. The presence of a `happening' organisation on campus does
not mean that you set your sights solely on it. It is important to figure out what you want,
otherwise you may land up in a job you do not particularly like and a place you hate.
Push the right buttons
Do your homework by looking up the companies concerned on the Internet, reading
company literature and speaking to people in the industry. Attend the pre-placement
information sessions like presentations, seminars and talks. There may be a good
chance to find out various career paths, benefits and inside details as recruiters often
disclose what they are looking for in candidates in such sessions. Interact informally with
company representatives and ask meaningful, structured questions. Also, keep rsum
copies handy and collect business cards for future reference.
Buff up for the show

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Prepare yourself for lengthy and exhaustive rounds of interviews. Also, a small selfintroduction to highlight your qualifications, interests and strengths to the interviewer.
Make sure that you are well groomed and look professional. Formal attire is the order of
the day; don't turn up in jeans just because the interviews are held on your campus!
Acing the interview
Do not be late for the interview; always arrive on time. Be sincere, enthusiastic and
interesting to stand out from the almost identical crowd of faces and answers. Highlight
what you can offer and show a keen interest in the company. Displaying company
knowledge will show how interested you are in joining that firm.
When the offers roll in
After the interview, follow up with a thank-you note and keep in constant touch. If you are
called for a second round of interview, accept the call only if you are seriously
considering a position with the employer. Weigh your options and seek advice, if
necessary, before finally accepting a job offer.
And relax! This is just the beginning of your career, so brace up and have fun. As a
professor of IIM-Bangalore says, `This is the only time in your life you will go through
three days that mean so much for so many people together. So enjoy it! Never again will
you meet so many companies at such short intervals and so transparently.After this
every next job is about one-to-one interaction, networking, meeting people in hotel
lobbies over lunch, etc., never as structured and exhilarating!'
PAYAL CHANANIA
Stop that or else... !
DIE-HARD users of foul language may go hoarse arguing for freedom of speech (and
undoubtedly their arguments will be peppered with a litany of choicest expletives!), but
profanities really have no place in the genteel world of good manners. Civility and good
manners have been generally on a decline, with language especially taking the worst
beating. The use of slang and four-letter words at the workplace has become as
common as water cooler gossip. Whether it is a slow Internet, a pressing deadline or just
the banging of the shin against a table, we do not think twice before letting fly a slew of
swear words. Anything and everything from job stress, frustration and bad bosses to fear
and excitement finds expression in four-letter words. In fact in a recent survey, 89% of
the people said that swearing is habitual with them.
With swearing becoming part of common parlance, using profane language has come to
be seen as quite harmless. However, many people fail to realise that use of such

24

language in the workplace smacks of unprofessional behaviour and makes one

unpleasant to work with. Usage of the `gutter language' offends many and creates a
negative or hostile work environment. This can sometimes lead to harassment lawsuits
too.
Breaking the habit
People who are in the habit of swearing have to realise that using bad language may
have its shock value, but it can also create interpersonal conflicts. Rude talk and
expressions will always put off customers. Though people may not complain, the
damage is done. So, clean up your act fast before you get the sobriquet of official gutter
-mouth. Here are a few pointers to break the habit:
Be calm and control your emotions in the face of difficult situations, delays and
disappointments. Let your choice of words reflect your rational and mature thinking.
Swearing will not make things better. Try to be patient and take things lightly.
Accept daily challenges head-on by switching negative thoughts into positive solutions.
After all, the problem with swearing is not so much in the words as the tone and attitude
reflected behind them
Try to use clean language and think before you speak to be able to put your point across
politely
Imagine someone swearing at you and you will realise how offensive it really sounds.
Develop the self-awareness that will make you opt for civility in deference to others'
sentiments.
Express yourself better by replacing the oaths with inventive, harmless and less
objectionable substitute words. As someone rightly said, `If nothing says it better than a
swear word, say nothing!'
Taming the employees' tongues
James O'Connor who runs the Cuss Control Academy and author of `Cuss Control: The
Complete Book on How to Curb Your Cussing' advices, `Companies need to deal with
foul language not only as far as legal issues are concerned, but also because it presents
a bad image'. Good language creates an amiable environment, which is less hostile and
more conducive to self-motivation and self-performance. This is what the management
can do:
Have a formal anti-cursing policy and a language code of ethics to control abusive verbal
attacks in the workplace. Outline the disciplinary action for persistent violators.
Inaction and tolerance is silent encouragement; take fair and controlled action.

25

Make sure that you practice what you preach and lead by example.
Arrange a private, face-to-face talk with the chronic offender to apprise him of the
repercussions of using inappropriate language. Arrange counselling if required;
termination is the last resort if the employee refuses to mend his ways (read words).
Many organisations organise training programmes to `clean employees' mouths' and
control their habitual swearing.
The management cannot expect total abstinence; the aim is to tone down the language
to maintain propriety in public behaviour. As one HR expert says, `The goal of the policy
is not to restrict anyone. But if something accidentally comes out and I hear it, I will ask
the employee to apologise.' One must know where to draw the line as an occasional
expletive may slip out without you knowing it. Tempting as it may sound, the
management cannot wash employees' mouths with soap. Instead, they can heed to Mr.
O'Connor's suggestion, `Pretend that your sweet little grandmother or your young
daughter is always next to you!'
PAYAL CHANANIA
Managing creativity
EVERY company, big or small, will be eager to come up with innovations that can
capture the public imagination; which in turn can strengthen its image and brand name.
To face today's complex challenges, you need to incorporate a wide range of styles,
skills and perspectives. This is true particularly in multi-functional organisations, where
people carrying out different functions and working in different divisions have to get
together to resolve mutual problems and come up with solutions that are universally
acceptable.
While individuals can exude creativity and innovation, only team effort can ensure that
something worthwhile comes of it. Organisations, on their part, can create an ambience
where creativity flourishes. You can do a lot to inspire employees and facilitate free
exchange of ideas within the organisation.
When everyone in an organisation falls into the trap of approaching problems too
similarly, there can be little or no creativity. Encourage your people to think innovatively
about your business, your industry and your customers. Egg them on to ask questions different questions, or even ask them to word the same question in a different way. By
approaching a problem, response or a prospect from a different perspective, you create
an opportunity for new understanding and new learning.

26

Everybody has a different agenda. Customers want quality products and services,
employees want better compensation, recognition or career opportunities while
companies want greater profits and a better market share. Learn to recognise and
develop empathy for diversified needs, even if they are very different from yours. After
all, the best solutions are those that embrace people's differences.
Encourage focussed and insightful observation of the right people - people who are
naturally creative or those who do things a little differently. Observe them in motion, in
their natural settings; combine careful watching with occasional well-chosen questions.
Such people often have the ability to inadvertently spark off brilliant ideas or solutions in
an offhand manner, sometimes even without realising their value. Inspiration often
comes from seeing, hearing, feeling and being there. Sensory immersion is a powerful
source of innovation. So, make sure that you keep close to where the action is.
Make brainstorming a religion, practise it every day, and weave it into the cultural fabric
of your organisation. Cross-functional collaboration, exchange of ideas, concept creation
and sharing of knowledge virtually at every level of the organisation are needed to
manage and fully harness the potential of inspiration and creativity. In fact, free flow of
ideas should be encouraged not only within the organisation, but also between the
organisation and other companies and businesses as well.
Make cross-pollination of ideas an integral part of your workplace - expect to find
answers from unusual places.
As business today is about passion and winning and creating new things, fun has
become a big element in the business strategy of many highly successful businesses.
Make fun a part of the workplace culture. It not only keeps the team in good spirits, but
also creates an atmosphere where people naturally tend to take chances to resolve
issues or come up with innovative suggestions. Lastly, do remember that winning
solutions are not born in a compliant environment. They are often the product of a vortex
of divergent perspectives, paradoxical beliefs, conflicting emotions and cross-pollination
of ideas rather than a narrowly focussed search for an answer.
BINDU SHRIDHAR
Lesser the emotional baggage...
IT IS AGAIN one of those periods when nothing seems to work in your personal life and
you find yourself under severe stress unable to cope with the problems. Somehow you
manage to get to office with a state of mind that is far from happy. Yet, you find it difficult
to concentrate on what your boss or colleagues say. As for your subordinates, they

27

become the victims of your angry outbursts and frustration. So, there you are at work
loaded with emotional baggage from your personal life. Stop, and think for a moment.
Your personal problems are affecting your professional life.
The question here is how do you handle such a situation? To begin with, chuck your
emotional baggage, make a clear distinction between your personal and professional life
and learn to discriminate between issues affecting both these areas. Beware, expect
troubles if you allow the lines to overlap.
Here are some ways that help you avoid carrying personal problems to work:
Just as bringing your workplace problems home affects your personal life, the contrary
applies to your professional life as well. Leave your personal problems at the door when
you head for office. Though this may sound difficult, one has to train their mind to
separate these two entities of life. This can be done through yoga, meditation and
learning to be calm in the face of difficulties.
Some personal problems like a death in the family, an ailing parent or a difficult divorce
process may be emotionally draining and may not allow concentration at work. At times
like these, take a break from work and rejoin when the crisis is over.
Join a support group to solve your personal crisis; being with other people facing a
similar crisis allows you to vent your frustrations and probably find a solution. Such
groups can help you avoid bringing a negative mind-set to work.
Remember that you are at office to contribute something to yourself, your peers and the
community. You work to do something you are good at and also getting paid for it.
Letting your personal problems affect your work goes against this very purpose. People
who bring emotional baggage to work become inefficient, temperamental and above all
vent their pent-up frustrations on their job, colleagues and subordinates. Performance
suffers and productivity goes down.At work, get to know your peers and interact more
with those who have a positive attitude, they will kindle your energy. Get support from
your boss or manager; let him or her know the crises you are going through in your
personal life. They may understand, empathise and offer possible solutions. Opt for an
Employment Assistance Programme or avail of paid counselling services if offered by
your company.
Apart from keeping personal problems away from work, one must also know how to deal
with them too. Look at life with optimism; determine what changes you can make in your
personal life so that problems are reduced. See if you can add some predictability and
structure to your personal life.

28

Take some time out for yourself, do at least three things everyday for yourself. Ensure
that you eat well, exercise regularly and take adequate rest. Engage yourself in the
activity you like the most, at least once every week. Use part of the lunch hour to take a
walk or read an inspirational book. If you adopt some of these methods, you will be
surprised to find yourself working efficiently despite the personal problems. In fact, your
workplace can become a safe haven away from the turmoil on your home front.
HEMA GOPALKRISHNAN
Managing the talent crisis
PEOPLE are the key competitive differentiator in today's knowledge based business.
Companies today require a better-educated talent pool, and the pool fast drying up.
With organisations willing to attract talent with whatever it takes, a key challenge for
them is to retain their precious talent. High attrition levels push up the cost of rehiring
and result in loss of organisational knowledge and skill, impacting the company's' ability
to compete in the market.
Hence for organisations, managing the talent crisis is becoming a strategic focus. The
following are some factors that may lend themselves to better talent attraction and
retention:
Work - life balance: With working couples becoming the norm, employees tend to
prefer jobs that provide them a reasonable amount of time with the family. Flexible work
practices such as part-time working, working from home, etc. would be factors that an
employee may look for in a workplace. Therefore organisations need to work towards
building work structures that can create these opportunities and support a healthy worklife balance.
Workplace quality and work relationships: A workplace should be focused, friendly
and fun. While a better compensation may be a good way to attract talent, workplace
quality can be a key differentiator for talent retention.
A workplace needs to treat its employees with dignity and respect. The supervisor needs
to be responsive to employees' personal concerns and treat them as capable individuals.
Employees need to be provided with information that will enable them to execute their
jobs effectively and have opportunities for open exchange of communication. The
manager needs to be someone whom the employees can look up to, and who will take
their concerns and ideas seriously.
Growth opportunities: Fairness and recognition is something that employees look
forward to in a workplace. Fairness would mean avoiding favoritism, having equal

29

access to growth opportunities, assigning tasks and schedules equitably, and being
recognised for good performance. It also means not tolerating low performance.
People value opportunities to learn new skills. Often, employees' intent to stay with or
leave an organisation depends on their perception of growth opportunities there.
Sense of purpose: For an employee, pride may be in simply knowing that they are
performing to the best of their abilities and that they are making a difference. Pride also
comes from knowing that they are constantly learning new skills.
Pay and job security: Employees work to `earn some money' and buy the common
luxuries of life.
Job security is of critical importance for creating a good work atmosphere. Companies
should consciously create and communicate a strong sense of stability to their
employees, as it is a key factor of employee motivation and engagement.
Job change: With opportunities galore, today's employees look forward to job changes
that meet their earning or growth expectations. Organisational loyalty tends to be
identified with `high performance' and not `tenure'.
While the above are some factors that may significantly impact workforce attrition and
retention, we need to keep in mind some differences that may come into play with
factors such as gender and seniority.
For instance some women may be content with doing an`acceptable' job at the
workplace and give priority to their domestic / social responsibilities. Women may also
place greater importance on working for an organisation that provides flexi-time and
good time-off benefits. One of the key dilemmas for most women is to balance family
and work life. Most would require an organisation that provides them the freedom to
redesign their careers that balance these two areas well.
Older employees may give importance to spending time with the family while the
younger ones may place importance on pay, career advancement and growth
opportunities.
B. SATHYA SEELAN
Taboo topics
THE WORKPLACE is a social milieu where we network with non-family members during
our adult years. However, not all our conversations are business related. Some of us
even nurture personal relationships with co-workers after business hours and count
them as close friends. It is only natural that friendship takes root and flourishes at the
workplace.

30

Which is a very good thing indeed. Work becomes a drag if people were to go about
their jobs like robots, sans any social interaction. But, there are some issues that just
don't belong to the workplace. Controversial topics and emotional subjects are best
avoided. Issues that could offend someone or that can tarnish others' perception of your
professionalism are taboo. Here are some conversation aspects that are a firm no-no
within the workplace:
Religion
Religion is a very personal and sensitive issue for most people. Whether you are an
orthodox Hindu, a staunch Muslim, a devoted Christian or a non-believer, do be discreet
about your beliefs. Religion is just not an ideal topic for discussion with your co-workers.
Even the mildest of people would detest your discussion on religion. Any discussion on
religious issues has the tendency to get a negative response from people, and even a
seemingly casual conversation can erupt into an argument and foster serious animosity.
Politics
Your political leanings and opinions are best not aired in the workplace. Like religion,
people tend to be touchy about their political preferences. Avoid getting into lengthy
discussions on controversial political issues, or trying to force your colleagues to see
your point of view.
Personal issues
Okay, so your co-worker is also your trusted friend; but that does not mean you can
discuss your personal problems in the cubicle, lunchroom, elevator or anywhere else
within the confines of the workplace. Remember that more than one pair of ears might
be listening to your conversation.
I am sure you don't want your personal problems to become fodder for the office
grapevine. Save the details of your personal life for family and friends outside the
workplace.
Money
We are all dying to know just how rich our boss is, and how much money the co-worker
in the next cubicle makes in comparison to us. But, the buck stops there. Literally. Do not
ever reveal or discuss money matters.
It seems natural, so tempting to let your guard down and sneak around the topic of
money, when you feel comfortable with a colleague. But, resist the temptation. It is ill
mannered and downright unprofessional to probe into the financial affairs of a colleague
no matter how well you get along with him.

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Religion is out. Politics is contentious. Personal problems are forbidden. And money is
not polite. Is there anything at all you can talk about with your colleagues?
There is. You could discuss neutral topics such as art, theatre, or hobbies and interests.
Family and children are also popular topics for discussion, provided you don't go into too
many intimate details.
People often enjoy sharing the progress of their children in school or the niceties of their
vacation trip or visit to a place of interest. And, if all else fails, there is always work and
shoptalk!
BINDU SRIDHAR
Blend for the better
I S YOUR boss a great communicator?
In a recent survey, a mere 17 per cent of the respondents said that their superiors
communicated effectively. The remaining 83 per cent admitted that they were unhappy
with their boss's communication style! They realised a wide gap in communication. This
question is, however, not just applicable to bosses. Let's get personal and ask
ourselves-- are we good communicators? Or is there a gap in our communication? Only
it is not merely a communication gap; a chasm would be an apt way to describe it!
It's a chasm!
Communication chasm arises because of the incongruence among the three styles of
communication. One must be able to blend and interplay the emotional, factual and
symbolic styles of communication if an idea or a thought has to be communicated in the
best manner possible. Missing out on these essentialities results in ineffective
communication if not miscommunication!
Picture this: In a meeting, the company head focusses on the "growth for survival"
agenda. There is an impressive array of statistics, colourful slides and reams of paper
with hard facts distributed to all employees. Great presentation too. But it does not hit
the right chord with the employees. After all, cancer is also called a growth!
Where did he go wrong? The head rolled down the "all-important" hard facts coldly and
without much emotion. He focused more on factual communication, totally neglecting the
emotional and symbolic elements. As managers aspiring to lead teams, we must blend
the three communication styles with expertise so that the communication is right.. Also
keep in mind that every employee has a different way of receiving messages.
Overlap effects!

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Emotional and symbolic communications often overlap. Symbols are shortcut methods
to convey meaning and emotion together. Factual information has enormous power in
motivating employees only if supplemented with right measures of the other two
elements.
For instance, if we try to communicate important information through the usage of just
factual means, the intended message might get disrupted; the receiver might fill in
blanks to ensure completeness of information and create a totally different picture of our
message in his mind. A right blend of the three communication styles, on the other hand,
increases the chances of the message getting through.
Hard and fast rules!
Call them `tried and tested' formulae or even `hard and fast' rules, but following a few of
these will result in maximising the power of communication in organisations.
Interpretation in recitation: If it's business, it will involve enormous amounts of data and
huge numbers. However, it is not just about reciting data; it is also about analysing
whether your employees can interpret them in the desired manner or not.
Emotional communication: Just displaying facts may not always elicit positive results.
One must incorporate emotion along with vision. . The idea is to be a leader and not just
a manager. A leader must not only be able to share his emotions but also connect with
his people's emotions . This way, communication barriers can crumble easily!
Symbolic communication: Symbols are extremely powerful. They fuse emotion and logic
into a communication shortcut. Help employees live the vision by communicating
through symbols. Ceremonies and award functions, mementoes, metaphors and quotes
are other types of symbolic communication. .
A final say!
This in essence is the right communication blend that managers must follow. Combine
the three communication styles and see how effectively you connect with your people.
BINDU MADHAVI
Is your workplace noisy?
ALTHOUGH I have the advantage of working from home, I still face distractions that
often derail my train of thoughts. On normal days, I can work right through the hum of
traffic, the afternoon soaps blaring on the television, kids shouting, dogs barking, the
doorbell's incessant ringing or some pesky salesman conniving to make me buy some of
his `imported' knick knacks. But, then a day comes along when even the sound of
breathing is enough to drive me to distraction.

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If a home can be such a hub of noise and distraction, what about workplaces? Noisy
workplaces can cause real problem for employees. Research indicates that even
moderate levels of noise endemic to modern workplace- such as the ringing of phones,
people talking, the whirring of copiers- can increase stress levels to such an extent that it
can considerably lower the motivation levels in employees.
Often you have little option but to put up for most part with a loud, noisy and boisterous
world. So is there anything that can be done to eliminate excess noise at work? There is.
Here is what the experts advise.
The most effective approach to dealing with office noise is a simple one, according to
Richard K. Fullmer, principal acoustical engineer with Spectrum Professional Services in
Salt Lake City. He suggests moving noisy equipment to a room that can be closed off. If
it cannot be moved, look for a way to contain the noise behind a barrier.
If the drone of machines or your colleagues conversing in the next cubicle is keeping you
from concentrating on your task, try and buy a white noise CD to play in your computer.
This means you will be listening to the echo of distant thunder, the pitter patter of rain or
just plain static to help drown out the distracting or annoying sounds of your work
environment.
`Dress up' your cubicle to cut down the din. You can use plants, curtains, dividers, or
carpets that absorb and soundproof your cubicle. They not only help dissipate the noise,
they add a touch of class to the workplace too!
Then there are people whose preferred mode of communication is a shout across
cubicles ostensibly to communicate with their colleagues. Not for them the intercom or a
short walkover to discuss the issue. If it is people who are responsible for the racket in
your office, talk to them and point out how their loud behavior is causing distraction to
others. They may not even be aware of how loud they are.
Designate a conference room or an area that can be used to escape the noise.
You need to have a quiet place to consult with clients or interview candidates.
Make some noise of your own and urge administration or HR to enact stringent policies
regarding cell phone ring tones, speakerphone usage, paging systems and other noiseproducing activities.
Simple and friendly "Quiet" signs in hallways and outside conference rooms will help
remind co-workers to keep it down when leaving a meeting or heading down the hallway.
Get some attractive posters to that effect.

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No matter how you look at it or listen to it noise is a problem. Even when it is not
loud enough to cause hearing loss, noise can cause other problems.
It can be irritating, interfere with communication, make you lose focus and concentration
and generally contribute to job stress. Follow these simple and effective guidelines to get
the edge off the workplace buzz. And remember, if all else fails, you can always get
yourself some good old earplugs and `noise proof' your workplace, the good old
fashioned way!
BINDU SRIDHAR
Deal with your blues
" So... what do you do?"
"Well, I ... I ... well, nothing. I am looking for a job."
"So, you are job hunting. That in itself is a full time job!"
ALL OF us experience the "looking for a job" phase in our employable period of life. And,
we cannot deny that looking for a job is, at the least, as annoying, depressing,
aggravating, exasperating and frustrating as any other profession under the sun.
Here are some tips to make this journey, down the dark corridors of unemployment, a
little brighter.
Smell the flowers
Now that you have lots of time on hand (not that you asked for it!), use it to slow down
the maddening pace of your life. Try relaxing. It is important to realise that the stress you
are going through is inescapable. Give yourself time to take stock of your emotions and
come to terms with your situation. Look at it this way: "I will be working sometime in the
near future, so let me enjoy a leisurely lifestyle, while I can!" You could do some of the
following things to make the phase productive:
Indulge in activities you love, but never had the time for
Do something you last did in your high school. It's a great stress buster!
Exercise; another scientifically proven stress buster
Spend time with your family and catch up with friends

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Get real
Accept the fact that you will have to cut corners. Branded goods need to stay on the
supermarket shelves, and not fill your shopping carts. You will have place for them once
your pay- cheques start coming in. Sit down with your family members and present to
them the real picture. Tell them that you need to cut costs, for the time being, which is
possible with everyone's cooperation. We often underestimate our children's
understanding of such situations. They will more often than not feel mature and
responsible and help the family overcome the crisis without pain.
Just do it!
Importantly, do not shy away from a temporary job, or any other offer you get, even if it
does not match your experience or skill. This will give you some learning and exposure.
And, will `keep you in the game.' You still have to do something everyday so that you do
not slip into the dungeon of `Unemployment Depression'. Most importantly, it avoids any
`embarrassing gaps' in your rsum once you are back on track. You can also use this
precious time to acquire new skills. A workshop for professionals, a seminar on career
development, a computer course, etc. - anything you always wanted to do, but never
had the time for and which would look good on your rsum.
Network
No, I am not asking you to join a computer-networking course. You know what the wise
old men of the corporate world say, "It's not what you know that's important, but who you
know." Start networking with people. Who knows, your friend's aunt's husband's
colleague's friend might be looking out for somebody with your qualifications! Let
everyone you know, know that you are looking out for a job, and ask if they know of any
openings in the industry you desire to join.
Resume `resuming'
Time to dust your old rsum! Update and polish it. A rsum is your first step towards a
job. It should accurately describe your achievements and skill sets. Quantifiable
professional achievements should be highlighted. Most importantly, it should be so
impressive that the employer grants you an immediate audience.
A customised covering letter along with your rsum is the best way to convey a
prospective employer that you are motivated enough to have done your research on the
organisation before applying for it.
Rejections

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Does a rejection mean you are fit for nothing? No, not at all! It simply means that you do
not fit the job profile you are being interviewed for. And, would you really thrive in a
profile you are not fit for? Look at interviews as learning experiences; small steps that
take you closer to that `perfect position' you aspire for. Spend time preparing for
interviews. Understand organisations, the industry and their corporate culture before you
approach them. Indeed, unemployment is a transitory phase in one's life, what with an
average person making 10-12 job changes in his career.
Acknowledging unemployment means facing this phase of life with greater equanimity.
The secret is to stay positive and look forward to that great career just round the corner.
HAJIRA SHAHEEN

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Do not bite the bait

SO, YOU have finally decided to quit the job! Money, work hours, lack of job satisfaction
or some such issue must be behind your decision. Or, you have a better offer strapped
under your belt and are all set to say, `I quit'. After a conscious deliberation, you let the
cat out of the bag. No sooner you drop the bombshell than there is a mad scramble to
keep you on board. The manager tries to woo you back with an irresistible pay hike or
promotion. You can just about picture a leering hunter eyeing his prey fall for the bait!
Against your better judgment, you give in to the temptation and take accept the offer.
After all, who can resist the compelling ego-boost at being implored to stay on? You
have successfully outfoxed the management and pretend to continue work as if nothing
ever happened.
But, is it really a case of all is well that ends well? Alas, try as you might, but things can
never be the same again. Here's what goes on behind the scenes as you obliviously go
about your work as usual.
Playing for time
While you bask in the glory of having `got what I wanted', your days are already
numbered as the management sets the wheels in motion to chuck you, come first
opportunity. The counter offer was just an insipid platitude to keep you hanging around
till they can find a suitable replacement. You will find yourself left out in the cold before
you can even think of saying, `I quit' again.
The plot thickens
The counter offer may be a face-saving gesture for the manager as he may consider it
his prerogative to fire you. You cannot fire the boss; but rest assured that he will do so at
his own sweet time.
Loyalty in question
Meanwhile, your subsequent actions will acquire a shadow of suspicion and
untrustworthiness. You will find yourself repeatedly being passed up for promotions and
prized assignments as the quitting act reeks of insufferable treachery. Also, your name
will undoubtedly figure on the top of the `hit list' and you will be the first one to face the
axe whenever the situation arises. Thus, a counter offer could mean a very
uncomfortable and possibly short-lived stay at the company.
Peer animosity

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Things get progressively worse! You are viewed as the defector in the ranks and lose
peer respect and acceptance. Formerly amiable colleagues could go out of their way to
avoid you and you find yourself being alienated.
These facts acquire the seal of confirmation from a National Business Employment
Weekly survey result which says that 89% of the people accepting counter offers are let
go or voluntarily leave in 6 months itself!
So, pause to ponder on the following points before you think of saying `Yes' to that
alluring counter offer.

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What's your battle?

Do not lose sight of the real issues in the face of a fatter pay cheque or higher job title.
Focus on what brought you to the point of leaving - be it hours of work, impossible
deadlines, inefficient managers, unfavourable work conditions, etc. Will the perks that
are being offered answer your initial objections? If not, you will be back to square one as
the same circumstances that prompted you to consider a change will remain. Afterall, as
it is often said, `A raise won't permanently cushion thorns in the nest'.
Why now?
Did it take your announcement to open the management's eyes to your value? If you are
really worthy of the offer, why did you have to consider resigning to get them around?
Think, think!
Is it blackmail?
Is your decision merely a threatening tactic to wring out some more perks or money from
the company? Well, no one likes being blackmailed, especially not the boss! It is always
better to go in for a straightforward across the table discussion.
What's more, can you really live with the knowledge that you have well and truly been
bought by the `buyback' offer?
So, tempting as it maybe to accept the cheesy offer rather than taking a chance with a
new job, it's always better to stand by your decision and bow out gracefully.
However, there are always exceptional cases where accepting a counter offer is genuine
and works out to the benefit of all concerned. Just make sure that you keep the above
points in mind to make it a gamble worth taking!
PAYAL AGARWAL
When a know-it-all says it all
EVERY organisation has its share of smart alec employees. The kind who say, act and
believe that they know it all. They have IQs in 160s and have on five different occasions
come up with brilliant plans that could or have changed the world. They are walking
encyclopaedias of information, they have answers to everything - from where you can
get Gucci shoes at throwaway prices to how the shifting geotectonic plates in the Pacific
have created havoc in Nicaragua's mining industry. In short, they are people who know it
all. They are always right, and not surprisingly, they know that as well.
The problem with a know-it-all is that he dominates conversations with endless sermons
on any topic under the sun. He condescendingly disputes every opinion just to prove that
he knows more than anybody else. No one can dare to disagree with him.

40

If you are an eternal optimist, you could say that he liberally shares all he knows. But he
shares it too liberally for comfort. What is more, he is not even above butting into
discussions with his own opinion whether you ask for it or not, let alone whether you like
it or not.
Such foisting of views down others' throats bogs down the entire team. The know-it-all
either builds a little clan of zombie-like followers who do his bidding or he alienates
himself from everybody.
Often, this dogmatically sure, `I am always right' attitude rubs everybody the wrong way.
People do not like being told they are wrong and especially by somebody who is right.
Everyone around is dying to bring him down a peg or two, but to no avail. Well, before
you hang up your boots in defeat, here are a few tips that can help:
Do not turn a deaf ear
Remember that he is not a know-it-all for no reason. Respect his knowledge even if you
cannot respect the person. Do not discount his erudite views hastily as he may just be
shedding light on the information that you are seeking or the solution that is eluding you.
Their protracted arguments may discredit others but somewhere, within that vast
labyrinth of superfluity, there will be a grain - a shred of utility that you could use.
Pick the brains
You can exploit his extensive knowledge and expertise to your advantage too. Ask
careful and intelligent questions to borrow from his cache without making your intentions
too obvious. Also, keep your queries specific; else, you may just be in for a prolonged
monologue of totally unrelated tangents.
Take the wind out of the sails
Accept that you cannot hold a candle to his vast knowledge. But, merely ignoring his
remarks or vaguely replying with an `I guess so' will make him falter in his footsteps.
Also, bringing your sense of humour into play and laughing off his juvenile idiosyncrasies
will leave him floundering too. On a lighter note, you can even give him a taste of his
own medicine by duplicating his supercilious attitude.
Stock up on ammunition
If you wish to confront the know-it-all on his own turf, you have your work cut out for you.
You will have to do some serious reading, build up your knowledge quotient, and make
sure you are abreast of the facts. Operating on mere guesswork, assumptions and
hunches will only cause you to lose face, as he will catch you out within no time. So, do
your homework.

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Fire the salvo

A know-it-all will go out of his way to correct others but cannot stand to be contradicted.
So, arm yourself with sufficient proof before challenging his statements or credentials.
And, be ready to stand your ground, as he will try his best to cow you down with his
incessant testimonials.
Belling the cat
You cannot change his overbearing and arrogant ways overnight. But, with time and
perseverance, you can bear witness to that miracle. Try to gain a private audience where
you can candidly but kindly talk to him about his attitude. Request him to use some
discretion and cut back on the sassy remarks and callous dismissals. And just grin and
bear it while you cross your fingers hoping for the best. If nothing works, take heart in
French author, Andre Gide's cheeky aside in his book, `The Immortalist' - `One must
allow others to be right... it consoles them for not being anything else!'
PAYAL AGARWAL

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No strain - retain!
I WROTE some weeks ago about hiring the best talent and should anyone have tried it, I
hope they've been able to hire the people most appropriate for the growth of their
company. However, having hired them, the task now is to be able to keep them. And
that's where the majority of organisations trip up and lose their assets - in terms of
human capital. It's not enough to consider retention a year after appointment; often the
chicken will have flown the proverbial coop. All successful attempts start the second
induction is over.
Gilding the cage
As I said during the hiring, the most important step is to gild the cage suitably. The top
performer is not so bothered about the cage; he needs the cage to be gilded. Gilded in
the sense that it should be a comfortable place to stay in where he can grow, explore
and innovate.
Their controllers (note that I do not say managers) need to review their growth prospects
and design a career path for these bright sparks that is paved with opportunities that
challenge them, help them to grow and yes, perhaps even enrich them further.
Biting the bit
Team leaders and successful managers have one thing in common. They are forever
looking for opportunities to provide their top performers with challenges that push their
toppers to the limit. Why? Frankly, a diamond needs to be polished and cut before it
sparkles, and for the topper to sparkle, all the work given - even if sedentary needs to
urge the topper to stretch himself to the maximum.
These kind of people like the right to independent decision and they need authority or
authorisation to go ahead with an idea of theirs. They perform well because they are
given the bit between their teeth and allowed to go where they want to, they don't take
the bit, a good leader actually places the bit between the topper's teeth.
Pats and claps
The best performers are really not into money or the generation of it. They enjoy the
notion of being compensated well. However, what they do like is being told that they are
good. The motivation that a pat on the back generates is all out of proportion with the
effort that goes into doing it. A topper knows he is good, but he feels much better when
others acknowledge it.
If his boss does it often enough, its all that he wants. More salary is nice notionally, it's
merely a justification of his expertise, the appreciation of public accolade or a pat on the

43

back is what energises the whiz kid. Variable pay is a ploy often used by wise managers
to encourage the others in them to perform, because they are working often only for the
salary, noT so much for the charge perfection gives the toppers.
Over and easy
The only problem with top performers is that they sometimes work themselves to a
standstill. They tend to neglect themselves, their health and comfort in the pursuit of their
perfection. Good managers who want their blue-eyed performers to stay that way often
make sure that they take time to de-stress and relax. Companies with a good track
record of keeping see to it that their people have enough time to unwind and relax.
Holidays and assisted techniques of relaxation are sponsored by them to see that
people have time to unwind.
Typically the best do not flag quickly or as often as the mediocre, but when they do, the
fall is frighteningly sudden.
To prevent that, every attempt is made to divert the bright sparks into the realms of the
unknown mystique, from Tai Chi to Yoga or even past life regression, managers have
tried to give their best the best. And continue to get the results they want.
Perspiration Inspiration
The best brains and the best performers have one problem. They cannot suffer fools
gladly.
They have no patience with cranially challenged teammates, but they'd much rather quit
than have an intellectually challenged boss.
They don't expect the boss to be as good as they are, because they never judge their
bosses on their capacity to work, they know that bosses are there to carry the can and
help in giving direction.
If a leader fails this, then he becomes a failed leader and nothing can keep the asset
there any longer. Ideally, every good manager should take care of the visioning of the
team and the organisation. He should lead from the front.
The top performer is content to engineer the success, if he does not know what he's
working for - he won't.
He'll leave. Good managers really do have to work up a sweat to be follow-worthy. They
need to inspire.
A good retention strategy is not a template. A unique one has to be developed for every
bright star on the organisational firmament.

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Customisation is essential and what is sauce for the goose is never sauce for the
gander.
Managers need to be sensitive to this and plan according to the employee rather than
throw in a punch from time to time.
ABHIMANYU ACHARYA

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The Return of The Prodigal Employee

THERE comes a time in every employee's life when he has to look back. To see what
mistakes he has made and find out which ones he wants to make again. Think about it.
If you have ever hopped jobs, chances are that you have, at some time or the other,
been tempted to return to a former employer.
There are of course many reasons why an old employer should hire you. To start with
you are an experienced hand - you are already used to the work culture and
environment and you have proven your mettle. In one way or the other. But that again,
from the employer's point of view. Why should you go back to an old job?
Going back to a former employer a few months or years down the line is no longer a
forbidden territory. Even companies are not averse to welcoming cream employees back
into their fold. Two recent studies by Gartner Group and Recruiting Trends state that
60% of organisations are routinely rehiring high-performing professionals. As a matter of
fact, the phrase, `boomerangers' has been coined exclusively for such employees who
leave a company only to eventually come back home to roost.
It could be that your new job was not what you had hoped it would be. It could be that
you just miss the old days and the good times you have had. Whatever be the reason,
prudence calls for caution. Make a little checklist of things before you head back to
familiar shores.
Is it the homing instinct?
Some people are just reluctant to test new waters. You may have tired of your present
job, but should you go back to the earlier one? Or should you look out for fresher
pastures. An old job is much like an old flame - it may not be new and exciting but at
least you know where you are going with it. It has a sense of familiarity and belonging.
However, it may not always be the best choice.
Is anything new in the offing?
Ask yourself. Better still, ask others - your former colleagues and bosses - how the
company has fared in the interval of your departure. Has it climbed the ladder of
progress or has it slumped into a nadir of non-description.
Talk to former colleagues or managers who can give you an unbiased opinion of the true
picture. Find out what is new in the organisation - changes in direction, procedures,
power structure, goals, restructuring and so on. Are the changes for the better and will it
use your new skills and expertise to the optimum?
Is it worth your while?

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John O'Neill, President of the Center for Leadership Renewal in San Francisco, says,
`Once you have left a place, you tend to forget the bad stuff and only remember the fun
you had on the bowling team.' To avoid a rude awakening, think about what made you
leave the organisation in the first place. If you have quit because of family problems or
because you wanted to learn more and expand your horizons or because you needed a
break, coming back to your old position may not be such a foolish thing to do. But, if you
were forced to quit because of the lack of growth opportunities, monotony or office
politics, it pays to clarify whether the same situation still exists or not. If everything that
was wrong is still wrong, old problems will resurface soon and you will have made that
fatal jump from the frying pan into the fire.

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Can you wipe the slate clean?

The return journey is a baptism by fire - it is lined with numerous hurdles. There is the
potential for embarrassment and loss of credibility. Unless you had a valid reason to quit
and an even more valid reason to come back, you have to eat the humble pie and admit
that you made a mistake by straying from the beaten path.
Getting reinstated at a higher level or pay will generate a serious amount of resentment
among your colleagues. You will have to work doubly hard to forge bonds and reconnect
with peers as well as managers. Also, re-establishing trust can take time as you have to
overcome the lingering qualms that you may dump the job again.
Is there hope for you?
The success of your volte-face depends a lot on the manner in which you left. If you
have taken care not to burn your bridges with your colleagues and the management, it
should not be too tough. However, if your parting was far from amicable and if it
resembled a catfight on a moonlit night, drop the idea.
Moreover, unless the employer himself offers to re-enlist you, do not expect the red
carpet to be rolled out for your homecoming; there will be no open-arm welcome when
the prodigal returns. In fact the opposite may very well be true as you will have to
convince your boss to take back a `deserter'. Emphasise that you have a short learning
curve, as you are already aware of the ins and outs of the company. Underline the fact
that you are bringing along critical experience, updated skills and know-how. All said and
done, do not hit the delete button when it comes to old jobs, they can become a
threshold of the future. Boomeranging is not a retreat afterall; you can get ahead by
going back too!
PAYAL AGARWAL
Selling for a life!
WE ALL KNOW a sale is what converts an idea into a business. Efficient salesmen are
greatly sought after in all industries. From entrepreneurs like Bill Gates to CEOs like Ritu
Nanda (Escolife), many men and women have achieved great heights in the corporate
world with their sales acumen.
To build your sales expertise, is it adequate to join a sales training institute or read a lot
of sales books and business biographies?
In addition to formal training, your individual behaviour and emotional tendencies will
distinguish you from other salespeople. Hence it is mandatory that one constantly builds
one's personality to become an efficient salesperson. While a pleasant personality is

48

essential to the livelihood of the salesman, to sustain and grow, a salesman should
possess the following important traits:
An energetic personality to draw the attention of the listener (prospect)
Good listening skills to assimilate what the prospect says
Perseverance to pursue the sale despite hearing objections
Willingness to take responsibility for mistakes and learning from them
Adaptability to promptly make changes in the sales pitch whenever necessary
Strong and healthy self esteem to bounce back from rejections.
Sense of urgency to push sales toward completion quickly
Assertiveness to get the point across confidently
Ability to take risk in selling an innovative idea
Abstract reasoning ability to help sell intangibles
Creativity to sell new products and services
Empathy to sense someone else's need
When your self-analysis reveals that you possess most of the traits mentioned above,
and you have the confidence to develop the rest, what should you do next?
Salesmanship like any other art relies on self-education. Learn and constantly practise
the following sales skills:
1. Doing your homework: Study your company's products/services/competitors and
choose the prospects to target. Then put yourself in the shoes of a buyer and come up
with as many objections as possible.
2. Being proactive: Steven Covey, the author of "7 Habits of Highly Effective People",
stresses the importance of being proactive. Equip yourself with answers for all the
expected objections. Apart from saving a lot of time and energy, it sure will boost your
confidence while meeting prospects.
3. Communicate effectively: Understand the prospect and communicate clearly in
`their' language.
4. Ask questions: Resist the temptation to begin the conversation by quoting your
product's benefits. Ask questions about the buyer's needs and concerns and listen to
what he says. Asking the right question will provide a lot of insight about the market.
Once you understand your market, you can position your product successfully and
greatly minimise the prospects' anxiety.

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5. Provide feedback: As a salesman you are the liaison between the company and the
market. Consider it your responsibility to promptly offer feedback to the marketing and
production departments about your experiences with prospects.
6. Build relationships: We live in the information age when customers have more
choice than ever before and can demonstrate their choice with a click of a mouse. So be
sensitive and flexible to your customer's spoken and unspoken needs to earn their trust
and build a long lasting relationship.
In a nutshell the salesperson has to know how to balance "what's good for my company"
with "what's good for my customer." Whether it is a growing economy or an economic
downturn, being able to sell competently might just shield you from extinction.
MANJULA SUNDARAM

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Commit for Compensation!

COMMITMENT of employees is a critical factor of corporate success today. Work
environments must make employees feel totally involved and connected with goals and
objectives of the organisation. Creating the right environment to attract, motivate and
retain human capital has become crucial. Retention is a significant business imperative.
And compensation is an essential element of any retention strategy since it is an
undeniably powerful driving force for the commitment that is essential.
In times when people switch jobs with shallow unconcern, commitment is used to
describe the intention of an employee to stay with the same employer. Research shows
that almost half the working force across industries is dissatisfied with their
compensation - rewards, and cultural environment. They are also unhappy with the `pay
for performance' model preferred by several organisations.
Certain fundamental truths are apparent in compensation. Firstly, employees must
believe that the income earned is in proportion to their effort. They should also be
convinced that the compensation (salary, benefits, incentives et al) offered by their
employer matches the market price in the same sectoral environments.
With these absent an employee is likely to be dissatisfied with his compensation.
Managements must establish progressive solutions for the contentious issue of
compensation. `Pay for Performance' has been around for over a decade now. Though it
is undoubtedly a balanced and realistic practice, the results are inconsistent. This could
be because some beneficiaries find themselves too pressured to perform, and would not
like their income to be dependent of their performance. The anxiety causes them to
under-perform and they very soon leave for less exacting environments. This often
creates more problems than it solves. A modified application of this practice could be to
reward performance with additional benefits rather than penalise employees for underperformance. Stock option offers and graded training for poor performers, besides
significantly higher packages for high-performers could well be a workable solution.
Managements must modify their view of regarding compensation as mere expenditure
but consider it an investment in human resources. For a start they could make accurate
assessments of compensations being offered across their industry through surveys or
through their personal network. To be a preferred employer, a properly designed rewards
system coupled with compensation packages pegged a little above the norm in their
industry will make a significant contribution. However any action in this area must be
accompanied with detailed communication so that employees are aware of what they

51

can expect and what they can do to achieve the best benefit for their efforts. In the case
of stock options for instance, the prospect failed in several companies only because
employees were not aware of the full implications of a lock-in period and expected
instant wealth, which, when it was not forthcoming, translated itself into a loss in
productivity.
Satisfaction with compensation is unquestionably the prime motivating factor for
commitment though it is not the only one. Companies must therefore plan more
comprehensive packages. A compensation that does justice to the potential of the
employees is bound to satisfy and encourage a higher sense of commitment.
P.P.SHARPE

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Right style downsize

RIGHTSIZING, axing jobs, or retrenchment - call it by whatever name, but downsizing is
one of the ugly realities of the modern workplace. It is an oft-adopted practice to reduce
cost and increase productivity.
However, more often than not, this exercise itself turns into the foundation of the
company's ruin.
The work environment becomes averse to risks and functions with low morale. The laid
off employees turn hostile and resentful while the survivors feel insecure and
demotivated. It proves to be the final nail in the coffin of a company that is already on the
downhill path.
For example, Scott Paper laid off 10,500 employees, causing a dramatic decrease in
profitability, until competitor Kimberly-Clark eventually bought them out.
However, when Xerox Corporation cut its workforce, it turned more productive and
customeroriented, being thereafter able to bring new products to the market more
quickly.
Well, the difference lies in the approach and planning. The authorities have to
manoeuvre the pitfalls delicately for a win-win situation. Using these thumb rules can
help you to emerge as a winner.
The crucial `Why'
Determine the whys and wherefores of the need. What has triggered it? Is it fuelled by
falling profits or a surfeit of employees? Base it on sound business reasons; let it not be
driven by panic. Have a clear and well-defined vision of what you wish to accomplish, it
may otherwise lead to a second and third round of cuts that will further widen the
productivity gap.
Whose heads will roll?
If the layoff is based on head count or period of employment, you will end up throwing
away valuable talent and possibly invite litigation as well.
Decide what the post-layoff future will be and what talent is requisite to achieve future
goals. Choose whom to discharge based on redistribution of work to achieve
organisational efficiency and a positive outcome.
A decent farewell
Try to downsize ethically with a humanitarian approach and an employee-centric
strategy. After all, how you deal with laid off employees is how the remaining employees
assume they will be treated.

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Managers prefer to keep news of the downsizing quiet until actual implementation to
avoid paranoia. However, giving advance notice could help forewarn and prepare
employees for the ordeal ahead, and let them plan their future.
Maintain visibility and try to interact with the employees. Be available to answer their
questions.
Making false promises will aggravate the situation. Endeavour to offer general but
accurate explanations for the layoff and emphasise its necessity. Empathise with the
people that are losing their jobs, treat them with respect and value their contribution. Let
them express their pain and anger without trying to judge.
You can also offer severance pay and help them in finding another job.
As John Challenger, CEO of Challenger, Gray, and Christmas says, `Management
cannot hide under a rock.
They have to rally the troops, tell the truth and be very open about what's going on.' The
employees have done a lot of good work; they warrant a dignified exit at the least!
What about the survivors?
An American Management Association survey states that, of the companies that
downsized, operating profits increased in only 44 per cent and productivity went up in
only 31 per cent, whereas employee morale declined in 77 per cent.
The fear of possible termination will create apprehension in the remaining employees
and take its toll on their effectiveness. The management has to tread on eggshells if it
wishes to retain valued and high-performing staff members that are not part of the
retrenchment. Ease the transition and help them overcome the loss of their co-workers.
Give them adequate space to discuss as well as accept the unsettling event. Get their
morale back on track by inspiring confidence, rebuilding self-esteem and showcasing
your reliability.
It will help them to accept downsizing as an inevitable part of business survival and they
will continue to innovate and give their best performance.
After all, companies like Charles Schwab, Compaq, Cisco Systems, Accenture and
Motorola succeeded because they adopted responsible downsizing strategies, took
active steps to manage the sentiments of the survivors and generated goodwill among
employees who left.
Downsizing can either be a stumbling block or a stepping-stone in your path. The
outcome lies in your hands. Step up to the challenge to soar to new heights of
accomplishment!

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PAYAL AGARWAL
Dare to think out of the box
IMAGINE this...
You are driving along in your car on a wild, stormy night. It is raining heavily, when
suddenly you pass by a bus stop and see three people waiting for a bus:
1.An old lady who looks as if she is about to die.
2.An old friend who once saved your life.
3.The perfect partner you have been dreaming about.
Which one would you choose to offer a ride to, knowing very well that there could only
be one passenger in your car?
This moral/ethical dilemma was once used as part of a job application. The options you
have are:
Pick up the old lady, because she is going to die, and thus saving her Take the old friend
because he once saved your life, and this would be the perfect chance to pay him back.
However, you may never be able to find your perfect mate again
Take your perfect mate and live with the guilt of abandoning the sick old lady and letting
a friend down
The candidate who was hired (out of 200 applicants) had no trouble coming up with his
answer. He said `I would give the car keys to my friend and let him take the old lady to
the hospital. I would stay behind and wait for the bus with the partner of my dreams'.
What won him the job was his ability to think beyond the obvious. He displayed
proficiency in what is generally called, `Thinking Outside of the Box'.
Let it go!
Gone are the days when sticking to tried-and-tested practices yielded dividends galore.
Today, innovation occupies centre stage, calling for a divergence from the well-trodden
path. Creative thinking is a critical competency for securing a job, completing
assignments, conducting research and developing new concepts. To quote the popular
aphorism, `If you only do what you always did, you will not even get what you always
got'.
Lighting the bulb
Stephen Covey remarked, `To be successful, we must live from our imaginations'.
Indulge your fantasies. Let your imagination run wild.
Build on that niggling idea at the back of your mind. Do not dismiss it as a waste of time.
Sometimes the most ludicrous ideas do work out to be wonders.

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Always remember the Einstein formula, `Question! Question!' Be inquisitive; ask

questions. Ask yourself `why' and `what if' continuously to broaden your perspective,
stimulate creative thoughts and generate new insights.
For example - Edward Land was taking pictures of his family on a vacation when his
young son asked him why they had to wait so long to have the pictures developed.
`Good question!' Land thought.
He sketched some ideas that he tried out when he got back to his lab in Boston. The
result was the Polaroid - Land camera and the science of instant photography.
A word of caution
Creative thinking makes mundane work exciting and gives you the cutting edge over
others. But, you cannot wait indefinitely for that flash of insight.
Do keep your feet grounded and do not seek to be different just for the sake of being
different.
All said and done, we will definitely gain more if we are able to give up our traditional
thought limitations.
So what was your answer to the conundrum above? Are you still trapped inside the box?
Remember, when you dare to think out of the box, the box goes away.
Get creative! If the door is locked, try a window!
PAYAL AGARWAL
Right Moments To Teach!
IT'S ALWAYS worth one's time and money when it comes to learning how to deal with
customers. However, today's scenario is such that many companies don't actually train
their employees and customer-care executives in this area. This can be dicey. If this is
the state of affairs, there are only two things that can happen. Either you gain customers
through sheer luck, or you lose them forever! Companies would definitely want none of
these because customers gained through luck have all chances to just disappear into
thin air the very next day, and lost customers - you know - never come back! Not that
these companies don't know the fact that their customers are too precious to lose, but all
that they do now is to feel helpless. You can't blame them... they have their own reasons:
Certain companies allocate a very small budget towards training in the beginning of a
financial year and some have no budget at all. Cost cutting measures?
When employers downsize, it can tie those that remain to their seats, which means lot of
work, and obviously no time for other things!

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Companies, after recovering from a set back, conscientiously believe that their
customers will never come back to them - so why bother organising training classes?
Moreover, companies are extremely cautious when it comes to investing in any kind of
training programme. What they need is something in return for all that they do. When
they know that the one they are targeting will actually not work for them, they back off
totally from investing in it. But, what the companies don't realise is that training, formal or
informal, is absolutely necessary for the employees to keep their good relation with the
customer going. Agreed, under certain such circumstances, the employer will not be in a
position to offer formal training programmes. But, a wise move like opting for simple, nocost techniques could help them glide their way out of problems. And, "teachable
moments" would prove to be the best bet!
These `teachable moments' are purely informal; and it neither demands any extra time
from you, nor does it empty your pockets. Moreover, once implemented in the
organisation it will always be an ongoing affair, and will not cease unless and until you
choose to put an end to it. Absolutely no stress involved! All you have to do is just make
use of opportunities that come your way on a daily basis involving your employees and
customers. Here's how you do it:
Experience speaks: All of your employees, for sure, would have experiences as a
customer. So, do, whenever you get the chance, ask them their experiences and their
opinion towards a particular service provider. Ask them how attentive and friendly was
the fellow behind he counter or was he cold and unresponsive. Or, would they have
preferred a better approach? If so, what kind? And, also enquire about the product
experience. Ask them if they found the company live up to their expectations. If not, tell
them to list out the flaws in the management and the product. This way, your employees
would definitely understand what is expected out of them when they take the place of a
service provider. This will instil a sense of responsibility and also bring out a more radical
approach towards customer care.
Complaint corner: Whenever you find employees grumbling about customer
complaints, don't get defensive. Understand that your workers might also be stressed.
Instead, just try to turn this into a favourable circumstance, and gently let them know that
these complaints are actually valuable information to the company. Explain how these
complaints point out the loopholes and the shortcomings in their service. This will help
shift focus. Also, ask your employees to come out with solutions and make sure you
review it before they implement it. This will also give you a chance to coach them.

57

Going tough: When you know that the assignments given to your employees are a little
tougher than usual, do offer a helping hand. First, let them come out with their own
ideas. Then, if you suspect problems in the near future with the project, offer them an
alternate solution. Also, explain what is to be done when something goes wrong. This
way, they get to learn a lot and would come back to you for further clarifications. Also,
don't forget to praise them when they opt for tough assignments, as this will give them
the necessary motivation and confidence in themselves.
Stress buster: Importantly, teach them how to manage stress. When you notice that
your employees are stressed, talk them into getting off work for a while by taking tea
breaks, reading a book and then get back to the task left incomplete. Doing so will help
them relax and come back with fresh and newer ideas, and better approach towards
work.
Even if you have formal training sessions for your employees, make sure you follow the
informal method, like teachable moments, more frequently, as they come across as the
most powerful tool in maintaining a positive office environment. The more you use it, the
more you gain from it!
SRINARDHINI. J
Say Yes to Aggression
AGGRESSION pays and it pays big. Recent studies have shown that companies grow
bigger and stronger not by taking lugubrious baby steps but by making radical changes.
Bill Gates did not become Bill Gates by inching towards his island villa, his gobs of green
were a result of a fanatical devotion to the art of money making. Donald Trump did not
crawl into his mansion after years of prudent investments; he probably swung into it in a
Mercedes after a couple of gilt-edged high-risk deals.
Ever since the first cave man walked out of his den and rubbed the sand out of his eyes
and stared out of his deep-set eyes at the first wheel, one fact of life has remained
unchanged over the millennia. The winner takes it all. The losers go home with the
consolation `it was great just to be nominated'.
Take for instance, the annual ritual of budgeting. A manager plans his next year based
on figures thrown up by the current year. He opens an excel worksheet or some such
document and decides that a 20 per cent increase in cost and a 30 per cent rise in sales
would create a modest profit for the company - one that would keep its employees warm
and its shrivelled coffers contented. It is a good plan if the company intends to straggle
to a slow stagnation. Using the past as a benchmark may have its advantages, but if you

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want to get bigger, the only way to do it is to ferociously contemplate the future. The
Industrial Revolution did not come about because its principal forces were influenced by
the medieval craft of bread-making. It came about because of a relentless focus on
tomorrow and a desire to shape the future in their image of a better world.
If a company intends to reach its full potential and stride the bloodied pages of business
like Alexander did on battlegrounds, it should do what Alexander did: be aggressive and
dream. Not dream as in sit around and daydream all day and let that deadline slip out of
your fingers, but dream as in think big; during breaks from your work, of course. It pays if
you visualise something before you actually do it. The second step is to believe that it is
possible.
This is perhaps best encapsulated in the Biblical saying faith can move mountains. Of
course, one can always argue that it can't really and that the whole thing is a nothing but
a lot of eyewash. But stay a while pilgrim, and ask yourself this: would Bill Gates or
Donald Trump or any of those other incredibly rich and powerful men have got to where
they are if they thought that way. No. This is not the time to stoop down to nay-saying.
This is the time for action. If you have dared to dream, you must dare to believe.
The third step is to actually follow up on your dream.
Since we were on the subject of Bill Gates earlier, an anecdote comes to mind. It is
mildly inspirational but extremely illustrative. In Microsoft's infancy, Bill Gates was still
trapped in the amber of an age-old question - one of trying to turn a little business into a
big one. It was then that luck favoured his palms and a computer called Altair came
along. The great thing was not that it was the world's first personal computer, but that it
had no programmes written for it yet. A friend of his, a guy called Paul Allen, had
stumbled upon that vital piece of information in a magazine. Gates saw his chance, and
jumped at it. He called MITS, the company that developed Altair, and told them that he
had developed a BASIC programme that could be adapted for the Altair, where in
actuality, he hadn't even begun writing it.He was informed that whoever showed up first
with a working BASIC had a deal. The rest is quite predictable. In fact, one needn't even
go to the trouble of predicting it (a quick sift through Google will do); we'll save you that
effort. Gates won the battle. And the rest, as they say, is history.
ARJUN SENGUPTA
Of Messy Meetings
MR JOSHI loves team meetings. He loves it even more than that one chocolate pastry
his wife allows him everyday. There is so much discussion and interchange of ideas, so

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much intellectual conversation and goal-oriented planning, the rustling of papers and
pen; he finds the whole process rather exhilarating. Besides, they serve sweets at these
meetings.
So, every Wednesday, he puts on his best tie and his lucky socks and heads off to office
rubbing his fingers in glee. He manoeuvres his portly figure into the conference room
and waves a good morning to his colleagues before easing himself into a leather-bound
chair. Mr Varghese sips a glass of water before unfolding a large blue file that sits on the
table with a few papers peeping out of it. Mr Chaturvedi walks in five minutes later.
Everybody rises to acknowledge the fact that he is the Boss. Mr Chaturvedi is well aware
of this. That is why he walked in five minutes late in the first place.
"Shall we gentlemen?" he asks in a desultory tone. The gentlemen gesture to indicate
that they indeed shall. "What's on the agenda?"
"The GM says we need to push sales by 15 per cent next fiscal if we are to retain our
edge in the market. I think the best way to do that is to... err... sell more," says Mr
Varghese.
"Right... any other ideas?" asks Mr Chaturvedi, frowning at his fingernails.
Silence follows, for five whole minutes.
"Did anybody see Star Wars? It was on TV last night," chips in Mr Upadhyay.
"Oh yes, very nice, no? My daughter is very much interested in films like that," chortles
Mr Rao. Mr Chaturvedi frowns some more. More silence.
"My daughter can't stop watching TV. I have a hard time to get her to her books. Just this
morning I was going to drop her to school and we were late because she just had to
finish watching the Drew Carey show," says Mr Joshi breaking the quiet and biting into a
large slice of cake.
"Haha. All children have their little-little things, no?" says Mr Rao.
"You mean foibles?" asks Mr Chaturvedi.
"Yes, yes... ," Mr Rao stutters.
"Rao, what is a foible?" Mr Chaturvedi asks.
"Sir?" Mr Rao looks aghast.
"You said all little children have foibles. I would like to know what a foible is," Mr
Chaturvedi asks. Mr Rao shoots him a pleading look and then appears fascinated by his
own shoelaces, which he then laboriously unties and ties.
Mr Chaturvedi, frown gone and now basking in smugness, turns to Mr Joshi. "So what
do you think, Joshi? South Africa or Australia?"

60

"Australia, without doubt, sir. Ponting is in terrific form," replies Mr Joshi. Mr Chaturvedi
grunts in agreement.
"I... I think we should target the semi-urban segment. It is an avenue we have never... "
begins the bespectacled Mr Sharma. He tries to say more but is cut short by an annoyed
look from Mr Chaturvedi.
"If you think a bunch of scantily clad villagers are going to buy a high-end quality product
like ours you are gravely mistaken Mr Sharma. No, I don't think that's a good idea. Oh...
we are running out of time. Why don't we schedule another meeting to discuss this
further? Say 9.30 tomorrow?" he says.
Mr Sharma looks around trying to find either meaning in life or the invisible ghost of
Tamerlane, but finding neither finally rests his eyes on Mr Joshi who is looking at him
with an extremely intense expression on his face. "Are you going to finish that?" he asks
pointing to Mr Sharma's half-eaten pastry on the plate.
Team meetings have never had it so good. They are in an entirely separate genre
altogether. As a means for busting stress and improving the general sense of bonhomie
there is nothing to beat a team meeting. As a method for improving productivity however,
team meetings can be the pits. But, it doesn't have to be, provided you take the proper
precautions:
a. Decide on an agenda before hand: This is the first step without which everything else
fails. Have a clear goal or objective in mind before calling for a meeting.
b. Set a time frame: This is a crucial step. Make an appropriate estimate of how long the
meeting should take and pitch for a conclusion before the end of that time frame.
c. Do not deviate from the agenda: A frequent mistake people make is to go into little
conversational bylanes that have no bearing on the meeting whatsoever. The prudent
thing to do would be to ensure that the meeting does not deviate from the agenda.
d. Only relevant people must be invited: Make sure that the people present at the
meeting need to be there. If they have nothing to add to the proceedings, they would be
better off working at their desks.
e. Always maintain a formal tone: This is essential if the meeting is to bear fruit. A formal
ambience preserves the sanctity of the agenda and keeps the members focused on the
problem at hand.
f. Keep a written record or minutes of the proceedings: This is helpful later on, not only
as a matter of procedure, but as a measure of clarity and a record of what was
discussed and resolved at the meeting.

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g. Allow all members present to have their say and communicate their ideas: the
objective of a meeting is to bring different ideas and resources into one common pool.
Needless to say, unless every member is allowed to voice his opinion, that objective fails
and so does the meeting.
Ultimately, the success of a meeting is heavily dependant on how committed people are
to finding a solution to the problem. As a final word, we leave you with a famous quote
by Ronald Reagan which seems appropriate at this juncture: "I have left orders to be
awakened at any time in case of national emergency, even if I'm in a cabinet meeting."
ARJUN SENGUPTA
Make No Mistake
Mistakes do happen, right! But, there are ways to prevent them from occurring as
well. Stick to a few simple rules to avoid getting caught on the wrong foot
MOST MODERN offices have air-conditioning. Even so, it does get hot under the collar
every once in a while. Like when you walk into your office and realise that the
presentation you had to submit is at that moment sitting cosily in the front seat of the bus
you took to work. Or when you mix up on a phone call and tell a very important client
that you want your pizza with extra cheese. Or when he recognises your voice and starts
to offer you vital information regarding the same, you instruct him to go easy on the
mushrooms.
In spite of what advertisers may claim, there are very few air-conditioners in the world
that can stop you from sweating in such conditions.
Why does this happen? Partly due to the recurring human urge to make unbelievably
atrocious blunders that complicate matters, which are otherwise quite simple. Actually,
the whole thing would be quite incredible if it did not happen with such frightening
regularity.
It may then seem that the average employee is an inveterate glutton for punishment, but
again this is not entirely true. There is a lot more to it than a simple desire for messing
things up in the most irreparable fashion. Research, if any, is carried out in the future,
will probably point to some sort of genetic encryption, but until such findings are made
public, we will have to content ourselves with the well-worded aphorism `bad things
happen.' All we can do is throw a sheepish grin at irate bosses and colleagues, and go
about our merry way. That is of course, if you are the one who has made a mistake. If it
were your boss or colleague who has bungled, you would be quite justified to rave and

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rant about the idiocy of that particular member of the human race, and the unnecessary
contingency of him being a part of it.
But, in hindsight, making mistakes is what makes us human. There are a whole lot of
clichs to support this, but we will instead bathe you in the wisdom of an exceedingly
witty quotation. This particular gem comes from the wizened hand of Oscar Wilde:
`Experience is the name everyone gives to their mistakes'. It is a statement that is both
true and appalling. Perhaps it is appalling because it is true. Whatever, be the case, it
basically means that most of us, me included, despite our lack of years in our respective
professions, already have loads of experience. In fact, by that yardstick, I have so much
experience, that if I added it to my rsum I should be made President of the World
Bank or CEO of Microsoft or something. Who knows? At any rate, I am probably entitled
to a promotion or a raise.
In short, mistakes happen, they happen a lot, and just about everybody makes them. Not
only are they inevitable, they are natural. The best strategy is to know how to deal with
them.
a. Prevention is better than cure: The first rule is simple. Work out a way by which you
can minimise chances for errors. For instance, if you are filling in a report or juggling
figures on a balance sheet, do double check before you hand it in.
b. Make room for mistakes: They have a way of creeping in and spoiling the best laid
plans. Despite your greatest efforts, things will sometimes go awry. Some foresight and
contingency planning could do you a world of good. Always have a backup in case it
doesn't work out the way you wanted it to.
c. Say you're sorry: If you slip-up, and you will, the right thing to do would be to
apologise and fervently vow never to make that same mistake again. Not only is it a
good balm for wounded feelings, it is the most well-known escape route known to man. If
it seems hard at first, practice it till it is a reflexive instinct.
d. Learn from your mistakes: As painful as it sounds, not to mention clichd, you do
have that option. Although very few people exercise that option, you could walk the road
less taken.
e. To err is human, to forgive, divine: This is going to be even harder to digest. There
will be times when somebody else is wrong. As much as you would like to yell and
scream when somebody else has goofed up somewhere, it does little good. So, when
faced with an earnest apology and a fervent vow to never make the same mistake again,

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you could do the graceful thing and forgive him with open arms. Mind you, not too open,
just wide enough to symbolise the extent of your magnanimity.
f. Twice bitten thrice shy: To err is human, and to forgive? Divine, true; but to forget is
rather difficult. If a colleague has let you down at some point of time, do give him a
second chance, but keep a wary eye on what he does. If you find that there is a big
chance of him pulling an encore, step in immediately.
That's about all there is to it. There is only so much you can do. Apart from that, the
regular rules still apply - go to work with a clear head, concentrate on what you are
doing, be alert at all times, and so on. And as always, remember these are just
guidelines; arrow marks pointing you towards the right direction. There is no
serendipitous magic potion that can put an end to all your worries. If you still find yourself
getting hot under the collar, try investing in a water cooler. It will help clear that lump in
your throat should that very important client of yours walk in with a sardonic grin and a
pizza box.
ARJUN SENGUPTA

64

Service and a Smile

(HAVING recently disclaimed any association with the MBA types, I really feel that it is
not my place to wax eloquent about the joys of serving people, more specifically
customers/ clients. But this article was inspired by an anguished reader mail who had
been fired for his poor customer service skills.)
Being an irate customer is pretty easy. It is difficult to be a satisfied one. And customer
satisfaction is one of the key aspects that every organisation is concerned with. Most
have learnt the hard way that if they don't take care of their customers, their competition
will (whoever said the customer is the king knew what he was talking about). Customer
service is not merely about knowing what the customer wants; it is about quality and
building lasting relationships. It is not an extension of a job; it's an integral part of it.
With customer traits changing frequently, organisations have to work harder on relating
with them. If you want them to become return customers, you have to make it easy for
them to do business with you. The following Ten Commandments of customer service
could tip the balance.
I'm the Boss!
You aren't, not really. The customer is, for he pays your salary. When you make it a habit
of really listening to your customers you will know what their needs are and be able to
provide better service. Show concern about what matters to them - that's your business,
right?
Actively listening
It is not just listening but listening effectively. Ask your customers relevant questions to
know how they really feel. Notice their body language, tone of their voice. Do not make
assumptions of what they need. Do not presume that just because they are old
customers you will intuitively know what they are looking for. Give them your undivided
attention.
Identifying needs
Customer needs are almost always emotional than logical. Your customers will come
back to you if you manage to sell them dreams and feelings; products and services are
just incidental. A customer desperately seeks a `delightful' experience that can only
come from personalised service. Hence the more you know them; the better you can
anticipate their needs. Listen to the `customer's voice' and act accordingly.
King Customer

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Your customer is an individual as well. Make him feel appreciated and important. It is
actually necessary that they trust you. They can be ultra sensitive and will know
immediately whether you care about them or not.
Help them understand
You may have the best and the easiest of systems in place but it could all be Greek and
Latin to the people you serve. Let them not get annoyed and frustrated with the systems
and you. Take the time to explain how the systems work and do so in simple language.
Don't let your systems overshadow the human face of your organisation.

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Power positive
Look for ways to help your customers. Appreciate the power of saying `yes'. You should
never underestimate the feel-good factor which a helping hand can generate. Look for
ways in which you can make doing business with you easy.
Power negative
Know when and how to apologise. It makes the customer feel vindicated and yes nice,
no matter that it wasn't your mistake in the first place. The customer must win all the
time. After all, this is what will get them to you in the first place. Deal with their problems
pronto and (ostensibly?) welcome their suggestions/complaints. You may dislike the
exercise but it can indeed be an opportunity for you to improve. If you fail to address a
customer concern properly, not only will you lose that particular customer but his friend
and his friend too. No amount of advertising can undo the harm done.
Do some more
Happy customers can take you ahead of your competitors. So try and give them more
than they expect. A few things that you can think of:
Providing them with service that they cannot get elsewhere
Following up and thanking them even when they do not buy anything
If a customer is having a particularly bad day, go out of your way to make him feel
comfortable
Give him something that's completely unexpected and you would have earned a
customer for life
Feedback
Customer feedback is one of the mechanisms that can help you know whether your
performance is up to the mark or not. Their complaints can point out where you are
going wrong and what you are doing right. To find out if you are on the right track or not
listen carefully to what they are saying, welcome constructive criticism and comments.
Customer service is also about consistent quality.
Treat 'em well
Not just your customers but your employees too as they are your internal customers.
(Obviously my reader's boss doesn't belong to this category) Motivated employees take
better care of customers. Appreciate them and they in turn will value others. Most
organisations consider providing good customer service their sacred duty. They know
that the closer they work with the customers the better quality of service they can
provide which in turn brings in not just the bread and butter but milk and cheese too.

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PADMA RAMESH

68

Casing the Joint

THIEVES are the best strategists. They take trouble, and do their homework. As should
you! They call the reconnaissance of a building and its environs and the people all
around as `casing the joint'. If they don't do it properly, they'll get caught. And spend
considerable time thereafter rueing their lack of preparation. So will you. Unless:
Scene One: You are at the venue of the job fair finally, but have absolutely no clue what
to do. The only `things' that are visible everywhere are people and more people. Though
you may be tempted to join the swelling ranks don't! A sensible thing to do would be to
check out the place; the various stalls and see where you could best fit in. The herd
mentality will get you nowhere on the recruiter's `must interview' list.
A few pointers on how to do it right:
Know thy recruiters
Arrive early to avoid long queues and before the booth representatives are tired and
bored. This will give you time to study the stall layout. Take a walk around the stalls first,
keep your eyes open to see which recruiters attract the most attention
Don't join the first queue you may happen to encounter. Not all the companies at the fair
may be recruiters. You should be able to find out who are the ones actively recruiting
and make a beeline for them. Do not to join or avoid any queue mindlessly (because it's
short or long)
Large and well-known companies will naturally attract the largest crowds; hence it may
be wise to target smaller companies
If you are unfortunate enough to land up in a long line then take the time to review/
refresh the facts about the company you have researched. Devise a strategy on how you
are going to sell yourself in 30 seconds. If nothing else, it will give you the confidence to
face the interview
Another sensible thing you can do while waiting is to network with other job seekers.
This way you can exchange ideas, get a few leads or at least while away time more
pleasantly!
If crowds give you the heebie-jeebies, you could just pick up the brochure/literature of
the company you are interested in from the counter. Scan through it before you decide
which recruiter to meet
Avoid peak times (noon to 4 pm) if possible because the crowds can be intimidating then

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Remember this is no time to be shy. Whether you manage to get a job or not, try not to
leave the fair without speaking to several recruiters for the experience and file it away for
further use later.
PADMA RAMESH

70

The Curse of Creativity

THE PROBLEM with creative people is they like to do creative things. Throughout
history, they have tormented mankind with the prolific use of their brain cells. They
began by creating guns and then went on to make nuclear missiles. And as if that wasn't
enough destruction, they invented domestic appliances.
There is a reason why we are so acerbic about the whole thing. Guns are okay so long
as they are not pointed at anybody in particular. Nuclear missiles can be tolerated under
20 feet of Siberian snow. But domestic appliances? There is simply no excuse for that.
We could have forgiven those creative monsters for making so much of an apple falling
on their heads, but the conception of the vacuum cleaner is absolutely reprehensible.
Honest, hard working housewives who used to have the time of their lives mopping
floors and washing dishes are now deprived of their daily pleasures, and have turned
into bored slatternly scalawags, thanks to this creation of devious minds.
Although there is an infinitesimal segment of the world's population who would like to
believe otherwise, creativity is a curse, not a blessing. It is the cause of all the world's
troubles. Even offices have not been spared. Like a contagion that has reached
epidemic proportions, every office has its bunch of infected workers. Every so often, they
come up with new ways to improve productivity, design new products or build new
equipment, leaving little gasping space for ordinary people or little chance for them to
cope with. But there is a remedy. In fact, there are six.
a. Stifle artistic tendencies: A lot of these creative types tend to be artistic. They
usually like to play around with norms and see if they can bend the rules to add an
artistic flourish to their work. Make it clear that you won't stand for this kind of tomfoolery.
b. Red-Tape: What would the world do without it? If, perchance, anybody should come
up with a creative idea, ensure that they have to get it signed, attested and ratified by at
least fifteen people, including the invisible housekeeping staff, in different parts of the
office building before they bring it to your notice.
c. Conform, I say: Creative people usually have their own way of functioning and are
extremely possessive about it. So, the easiest way to stop their onslaught is to ban
anything they find comforting. If they like to put up pictures of Jimmy Hendrix or Einstein,
take care to inform them that it is against company policy to brandish pictures of anyone
other than the boss. Also, strategically place maniacal `Big Brother is watching you'
posters around the water-cooler.

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d. To be or not to be: Whoever came up with the concept of delegating decision-making

was a lazy brute. Not only is it harmful and dangerous, it is plain silly. The idea is to
accord all decision-making capabilities to the top level of management and make rubber
stamps out of the rest of the company's employees.
e. Isolate the Philistines: Do not, by any chance, include them or ask them to
participate in any grand scheme the company wishes to undertake. Give them
monotonous tasks to accomplish and leave them in the dark about what the aims and
objectives of the project are. Was it Confucius who once said it is always safe to let your
left hand be unaware of what your right is doing? Or maybe it was Richard Nixon. In
either case, it is a sound theory that has stood the test of time.
f. Reward incompetence: Surely, the best way to curb that painful creative impulse is to
hand the apple to the slob who sits at his desk twiddling his thumbs all day and to regard
with disdain the pencil-necked geek who chirps about arcane things like quality and
productivity. In all cases, seniority must be the benchmark for reward, not ability. One of
the great, or perhaps the only great thing about creativity is it can so easily be
delightfully corrupted. Thomas Alva Edison made the light bulb after two years of failed
attempts, but it takes only one bungling electricity board employee to shut off the power
of an entire region. Who is more powerful? We leave it to you to decide.
ARJUN SENGUPTA
Lead Kindly Light
LEADERS are made, not born. They must have certain qualities that set them apart from
the herd. A leader is someone who faces challenges head on. If, in an inebriated
condition, he finds himself in the wrong lane and sees an oil tanker hurtling towards him,
he must grit his teeth and step on the accelerator while his passengers scream in panic.
A leader is someone who has vision and foresight (not visions and short sight, mind). If
there is a chance, however slight, that he may be given an assignment on Tuesday,
should he, on Monday show certain signs of a mutating smallpox virus, and make a
miraculous recovery three days later.
A leader is someone who knows how to assert himself. If he is in a serpentine queue
outside a lavatory, he should be able, with a loud bellow, to announce a sudden yet
surprisingly acute attack of uncontrollable incontinence and stride up to the front of the
line confident that his position will not be contested.
These are the traits that make a leader a leader. Now, don't get us wrong. We have
nothing against leaders. We quite like them in fact. Some of our best friends are leaders

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too. In dark times, we have all looked up to somebody to be a guiding light, or a batterypowered flashlight at the very least.
The problem here is one of plenty, and not scarcity as some would have us believe. The
world is full of leaders. And they, in turn, are full of themselves.
They stand on platforms across towns and cities, yell curses at their rivals in language
that would make a hardened sailor blush beetroot, and then ask people to vote for them
since they are such honourable men.
They hold fort in boardrooms and strike down plans that cut manufacturing costs by 50
per cent but ratify any strategy that calls for the construction of a swimming pool with a
mini-bar on the side for executive benefit.
And every now and again, they score a duck in a crucial cricket match and call it team
failure.
What would the world do without leaders? Like the venerable Atlas they bear the burden
of mankind through good times and bad. Of course, the fact that they are on vacation
during the bad times is more coincidence than the result of deliberate action.
But the problem with leaders is they read too much. That is our beef with them. They buy
into obscure theories cooked up by fledgling writers who have little better to do than
write meaningless articles about leaders.
On the one hand leaders are told to assert themselves and on the other they are rapped
hard on their knuckles for not being more democratic in their outlook. Demand
obeisance or ask for a show of hands? Each cell in their spatially challenged cerebellum
fights its neighbour over ideological issues.
So, where does that leave the followers? Do they wait and watch striking workers pull
the company into the gutter while their leaders contemplate moral conundrums? No.
That would be reprehensible.
They could take a vacation and go to Hawaii instead. The sun-kissed beaches are
especially beautiful this time of the year. Or, they could utilise this time learning how to
play the didgeridoo. It comes highly recommended as being therapeutic, relaxing and
frightfully caterwaulish.
Of course, they could always try and come up with a solution themselves, but why
bother? The job usually requires the application of better men. Let a specialist handle it,
is what we always say. Leaders eventually come through in the end.
At least, that is how it is in the movies, and as we all know movies never lie. They echo
reality to a tee.

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There are many more fruitful instructions we could give, but as time is of the essence,
and public attention at a premium, we must cut this article drastically short,
encapsulating the bare requirements of a social service message. Our point is that
leaders are also (sometimes) human.
There is too much hype that surrounds their post, and often, that is the cause for failure.
Yes, they do have certain skills that push them to the top of the class, but the onus to
take initiatives and forge a successful fighting unit is not theirs alone. Only collective
efforts will get the desired result. Never be afraid to question the leader. If, at a board
meeting, he says the company needs to downsize, ask him why.
If he says the organisation needs to sell its shares in a blue chip firm, ask him how. If he
says executives should have access to swimming pools with mini-bars on the side at
company cost, ask him when.
This is a privilege that our ancestors didn't have. History books indicate that people who
doubted leaders those days, be they HR managers in Alexander's army, or financial
advisors to the Czar, did not make much progress. In fact, they lost their heads over it.
You, however, have a chance. Make the most of it.
ARJUN SENGUPTA
The Roar of the Paper Tiger
PAPER counts for so much these days. You should know. You spend three (often more)
years in a forced labour camp to get one that says you are a graduate (to say nothing of
several other borstals for twelve years before that) and are now eligible for the next level
of serfdom.
Without this little piece of paper your life is as good as junk. Employers absolutely insist
you have it; prospective brides positively swoon over it.
And to that, if you can add another piece of paper that certifies you as a post-graduate,
you have it made. Doors automatically swing open and avenues magically transform
from dead-ends into broad boulevards stretching to infinity. All this without your even
having to say `Open Rsum'. You don't have to be a mere pen-pusher commuting in
the local bus anymore; you could be a financial analyst with a Mercedes at your
disposal. You don't have to settle for a homely hausfrau; you could have one of those
stunners from lingerie ads draped over your furniture. Perhaps even several.
And, what do you do once you have got this precious document that justifies your
existence on the planet? Why, get more pieces of paper of course, in various shapes
and sizes. ]

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This time, to stuff in your bank, your wallet and the secret compartment under your bed.
Only when your house and your pocket are bursting with paper and you find yourself
panting under the weight of it all can you look back on life with a smile, a grin or an evil
leer.
The truth is, these little bits of paper have become a part of us. Try, as we might, we
cannot get rid of them. We derive enormous satisfaction from owning them. The more
paper, the happier we are. They proclaim our social status.
They are a passport into the elite club we call Society. In fact, every institution, hallowed
or hollowed, runs on paper. If you don't have a birth certificate, what proof is there of
your ever being born? You might as well be a figment of imagination, or perhaps a
pigment of peregrination, as minds nowadays are so inclined towards bouts of random
hallucination. If you don't have a degree certificate, what evidence exists of your
capability? Your ability could be a chimera, never mind if you are the inventor of herbal
petrol or the latest version of MS Windows. Heck, you could even be the inventor of
post-its, but who would believe you unless you had a piece of paper saying you were.
Signed by the registrar and attested by a gazetted officer, of course.
The corporate world is perhaps the greatest victim of paper. There are few things that
can touch their hearts more than a document that says you are an IIM topper or a
Wharton graduate. Not that there is anything wrong with that.
Some of the best brains have been a product of those noble establishments. But, the
downside of it is that truly competent people often get the short shrift in favour of those
less suited for the job.
Take Jiten Joshi for instance. After years of clawing away at his desk and wearing the
soles of his shoes into the ground on road trips, he managed to push sales to an all-time
peak and create a well-oiled team of marketing professionals. He was expecting to be
rewarded with the post of general manager when to his dismay he was informed that a
graduate from a top management institute would now be occupying that chair. Despite
his vast experience and evident competency, Jiten had little credentials in the eyes of
the management. He was a mere graduate, and that put him out of contention for a
managerial post. Jiten is not alone; there are many others like him.
The moral of the story is obvious. We take little pains in disguising our message. If you
are not backed by that ubiquitous yet elusive piece of paper, your career may hit a deadend. No wide open boulevards or fancy lingerie models for you.

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If talent is your sole claim to fame we don't mean to cast a cloud of doom over your
future. There do exist some broad-minded employers who rate performance over paper.
But they remain proverbial needles in a haystack. Finding them is harder than finding El
Dorado. The only way you can get to them is by trial and error; by first passing a
serpentine queue (in look and deed) of conformist bosses who'd give you a chance only
if your name is garlanded by an MBA degree.
Of course, the easiest way out of this mess is to get yourself one of those pieces of
paper. But be forewarned, if you do not back your qualifications with actual performance,
the charm of that certificate washes away soon. This is one of the reasons why there are
so many MBAs hopping from job to job. Once the con is revealed and their bluff called,
they are forced to move on to different (mind, we say different, not greener) pastures.
That is not to say that there is no hope for the inept and inefficient. They cannot and will
not be precluded from the general scheme of things.
There is a place for them too. If they are incompetent and intend on remaining so, all
they have to do is make sure they have a paper that says it.
ARJUN SENGUPTA
Living with Priorities
FOR THE better part of my life I have had to live with my family's not-so-thinly-veiled
accusation that I didn't know the first thing about setting priorities; or, more exactly,
setting them correctly! My priorities were all skewed; I didn't know the first thing about
what should be important to me, either personally or professionally.
With hypermetropic hindsight, I have today matured enough to realise that perhaps they
were right and I was wrong. Setting priorities is a systematic and thoughtful process,
which I clearly did not. I just couldn't prioritise. Have I become better at it now? Well, ask
me ten years hence and I may perhaps have an answer.
Prioritising is an individual process with which nobody can help you. With a mere
soupcon of skills in time management you shouldn't find yourself in a time-tied tizzy.
Indeed you may well become the Pundit of Positive Prioritisation.
Juggling multiple work and family responsibilities (meeting deadlines, arranging for
childcare, or spending quality time with your family) can become a nightmare, that come
back to haunt one.
While some people seemingly breeze through stress-filled days with the proverbial wind
in their sails, others are caught in a whirlpool of confusion and chaos.

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Wish they had self-help books like, `Deadlines for dummies', or perhaps even `Priorities
for dummies'. I might have bought the entire stock and read them all and be at peace by
this time!
Unequal balance
Not all priorities are equal, ergo the need to keep them. Possibly this is the cause for the
phrase `juggling your priorities'! The tips below helped me, perhaps they might do the
same for you:
Prioritising is a serious business. Though it seems easy to identify the important aspects
of your job, selecting priorities is not exactly child's play. You need a matrix of the tasks
you have to perform.
This is called the `Four Quadrant Matrix of Prioritisation'. Divide your tasks into Quadrant
1 for high importance-high urgency. This is the work that you MUST do immediately.
Right below that is quadrant 2, which is high importance but low urgency.
This is the stuff that you must do but not immediately, but by the end of the day - mid- or
long-range tasks. Quadrant 3 is the place where the task is not so important, but is
urgent, so you need to get to it as soon as you've finished quadrant 1. Remember, this
may not be earth-shakingly important, but it requires attention, otherwise it may end up
in quadrant 1! Finally, the trivial tasks you need to perform but are neither important nor
urgent should be listed in quadrant 4. Unfortunately, 90% of us spend 60% of our time
dealing with quadrant 3 and 4. Why? Because they are easy and relative no-brainers!
So, in the light of the point above, make honest choices. Phoney priorities are only false
promises. You'll only kid yourself
Realistic goal setting is what you should aim for. With unreasonable and unfeasible
goals you are setting yourself up for failure. Identify the key targets to be achieved and
how you plan to achieve them. Prime time for prime tasks, down time for the trivial ones
Set specific and relevant priorities and goals. Your priorities should foster commitment
not confusion
Priorities should not be so rigid so as to leave no room for creativity. Be flexible but not
complacent
Focus is paramount if you want to get anywhere. Your task fitment into the quadrants is
critical and to get this right you need focus
Neither too many nor too little have - just having one area of focus and emphasis is as
bad as having too many. Be selective but include at least 4-5 areas, which need all your

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attention and effort. It is important that you enjoy your work for you are likely to work
more effectively if you do. Time is of no consequence because what you choose
to do; you will find time to do it
Don't make the mistake of merely making a mental note of it put it down on paper. Till
you write down your priorities they remain just that - only ideas. The minute you put it
down, it becomes a commitment and a plan
Phrase them in such a way that it inspires and motivates you every time you read it. Your
emotional response to them will decide your level of commitment
Do it yourself. Nothing could be worse than allowing others to define your goals and
priorities. Also make sure that there is no clash between your personal and professional
priorities. Individual priorities should support and complement organisational goals.
Priorities are only good when they are set and kept, the `keeping' part being the most
difficult to manage.
When people have poorly defined priorities, they find it hard to say `no' to things they
don't want to do. Priorities are the guidelines to protect you from unwise decisions,
inspire and guide you on the job. They are what you do, not what you say.
PADMA RAMESH
5 myths of networking
NETWORKING has been variously described as developing relationships, contacts, as a
job seeker's resource and even as the fine art of mastering small talk. Are you aware
that many a vacancy is filled even before the job description is posted online or
advertised? Well, networking seems to open a lot of secret doors! However, have you
ever thought what networking is not about, the various myths that have sprung around it
that make it sound that if you know the right people then you had it made? Let us
demystify a few myths for you:
If you know 'em, you have it made - Strong networking requires deep and sustained
connections. Just being acquainted with a person will not help any. How you maintain
and support these connections will decide the course the relationship takes. There must
be a follow up and an honest interest in developing a supportive relationship.
Everybody does it! - Though most treatises on job-hunting tell you that nearly 80-85%
jobs are secured through networking, networking isn't an innate ability that people have.
I for one find it extremely intimidating and sometimes even misleading. For one, you
have to prepare beforehand what you want to say and to know your objectives before
you attend any networking event. While some events can be informal others are

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structured. The point is it is not a one- time thing... you have to practice at it till you are
comfortable even in uncomfortable interactions. If you are a novice you will gain more by
listening than be speaking.
Sales pitch it ain't - Networking is not about sales; it is more of PR work. Whether you
like it or not it all depends on what kind of hype you have created around yourself. A
positive buzzword always helps. You should be able to make the people who matter trust
and believe in you and your competence. It is not just about meeting as many people as
you can and hoping that you will make the right impression. It means you have to show
interest and concern in others. The two essentials that you need to establish are
create a strong reputation and secondly stay in the contact's memory.
Distances don't matter - Networking is most effective and credible when it is face to
face. It is also scarier because of that. What could be more embarrassing than going up
to someone to ask for a job? You run the risk of putting them off too. If you are too
reticent to ask for help, you could at least ask for contacts. Present yourself as an asset someone who instantly comes to mind whenever there are any opportunities. Remember
to show appreciation for the help you receive beyond the polite `thank you's.
Love at first sight? - Successful networking is about being patient. Your efforts may
yield fruit only after months of schmoozing. Also, forming relationships and alliances
become easier if networking specifically for a job is not on your mind. Begin a working
relationship and `maintain' it so that it pays dividends when you need it. It is never too
late to get to know people.
Whether over-hyped or a necessity, mastering the art of schmooze has become as
important as earning a degree. It is a relationship that has to be nurtured with trust and
credibility and developed over time. Those are the only reasons why someone would
remember you when the time comes.
PADMA RAMESH
Empower employees effectively
YOU HAVE heard of social empowerment, economic empowerment and even political
empowerment. But have you heard of employee empowerment? The past decade has
seen the rise of a concept called participative management. It is a detour from the
traditional top-down hierarchical system of control, turning the management pyramid
upside down. Organisations have begun to realise that empowered employees are the
key to unlocking the latent potential.

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Jack Welch, CEO of GE says, "If you want to get the benefit of everything employees
have, you have to free them - make everyone a participant."
Employee empowerment calls for decentralising the decision-making process and
delegating responsibility to the lowest levels of the organisation. This creates a dynamic
structure with a creative and balanced distribution of power. Result: a motivated and
committed workforce.
The Delta Airport Inn is an example of this participative management model. The
organisation recently empowered its front desk clerks to give away free hotel nights if
they failed in their promise of providing guaranteed housekeeping.

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Putting the into action

It is not enough to just say `employees should participate'. The management must build
avenues that allow workers to take part in the decision-making process. The policies of
the company and its organisational structure have to be modified to give its staff
opportunities to participate. However, this is not an overnight process. Change takes
time to settle. Often, the employees will be hesitant and slow in adjusting to their new
responsibilities. They must be encouraged and if necessary, coaxed to start making
choices. One way to do this is to align their individual goals with those of the company
and ultimately, put some faith in their ability. Workers must be trained to enhance their
problem solving and time management capabilities. Educating workers about the
company policies and developing their skill sets is essential, if the concept is to work.
Letting them deal with day-to-day problems, such as resolving customer complaints,
troubleshooting, etc; will help them slip into their new role easier. Proper communication
channels are vital. It keeps employees updated about facts and creates a means for
personnel to air their ideas and suggestions.
Take for instance, General Motors. The gargantuan company empowered its employees
by letting its work teams manage assembly lines. They are also encouraged to make
suggestions on how to improve the design process.
Responsibility, authority and accountability should go hand-in-hand. The management
should have foresight and guide its employees in the right direction. It is important to
remember that the management needs to leave some room for error. It is an inevitable
consequence of allowing employees to make their own decisions, but in the long run, it
is a strategy that pays off.
Such structural changes also mean that the middle managers should be prepared to
relinquish their control, as this concept will definitely cut away at their authority.
The win-win advantage
"Empowerment pays back exponentially. It is essential for the holistic growth of any
organisation that the employees are allowed to think independently," says management
analyst, M L Taneja.
Empowering employees will give the management the space to focus on high-level
decisions. They can harness individual capabilities and capitalise on their creativity and
energy. It will reduce absenteeism, staff turnover and improve overall performance.
In Ralston Foods, empowerment helped increase productivity by 55% and reduce costs
by 5% per year.

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Employee empowerment also generates customer satisfaction as the staff is authorised

to meet their needs at the point of purchase. Chris Bogan, CEO of Best Practices LLC
says, "Employees who are empowered to react to customer preferences will keep clients
happy and drive repeat business." This creates a healthy work culture and imparts a
competitive advantage to the organisation.
Several companies like Intel, Ford, Scandinavian Airlines, Harley-Davidson, NCR,
Goodyear, and Conrail have integrated employee empowerment as part of their
management structure. In fact, Great Plains won two awards recently - `Exceeding
Customer Expectations' and `Motivating and Retaining Employees'. The basis on which
it received the accolades were its `smart, happy and empowered employees'.
Departing from the traditional command-and-control system is bound to be a long and
arduous journey. However, ethical governance is a pillar of development. Choosing the
`road less travelled' will indeed prove to be a wise decision!
PAYAL AGARWAL
Unethical Work Habits
THERE is nothing more maddening than working with people who prefer to while away
valuable office hours in pursuits unproductive to the organisation that puts bread on their
table. Here is a list of seven deadly sins; habits that actually eat into your time and
blacklist you as ineffectual and unprofessional staff:
Using the office e-mail
Official mail should be used for official purposes only. Even forwarding jokes, graphics
and animation to co-workers can jam networks. Recently, the network system of an MNC
crashed and was down for full six hours after an employee sent an e-mail (with e-receipt
requested) to 60,000 co-workers about a prayer meeting. A large number of employees
don't think twice before sending personal mails, and chatting online with friends during
work hours. It is not only unprofessional, but also costs the company in terms of wasted
computer resources and, needless to say, productivity.
Online surfing
Cyberslacking is rampant in workplaces these days. Spending hours on the Net every
day, surfing for personal gain and shopping online should be avoided at all costs.
Applying for another job via the Internet on company-paid time is, of course, taboo.
Remember, the defence that `everybody else is doing it' just does not wash and you
might have to pay with your job if ever your boss happens to catch you on the wrong
foot.

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Personal phone calls

It is okay to receive personal calls at the office. But, the office telephone is primarily a
tool for promoting business, and if your line is constantly engaged while you discuss the
latest news and gossip with all and sundry, it may spike the guns of customers trying to
reach you. Remember, more calls coming in can mean more orders. Keep all calls quick
and to the point. Offer to call up later for a more detailed discussion.
Office-hour interviews
Rushing to an interview during office hours is rather risky. Traffic and an unfamiliar place
can slow you down. And, having to tell your prospective employer politely that you have
only 45 minutes to spare is not going to put you in the best possible light. Nor will coming
in late after lunch endears you to your current boss. Always fix an appointment prior to
interviews, and preferably schedule them for the end of the day, the weekend or if
possible, take the day off. The key here is to be able to convince the interviewer
regarding the constraints you may have and request for alternative appointment times
(to their convenience).
Infrastructure
It's tempting to use the office photocopier when you have personal projects like your
child's science/art project to complete. Most often, employers close an eye when it
comes to things like these, provided you're not using reams and reams of paper. Here
again, it is best to do any personal photocopying (not more than a few sheets) on your
own time. To be on the safer side, request for permission before you do so. Don't send
personal faxes, unless you have permission to do so.
Personal errands
A lot of people think office hours are the best time to get that income- tax return filed, or
wrap up a banking transaction. This attitude, however, reflects an utter disregard for
office decorum. It is advisable to run your personal errands during the lunch hour
(provided you can complete it within time) or towards the end of the day. In unavoidable
situations, you could take prior permission or call up, if you get held up longer than
expected. Traipsing in late, with a flimsy excuse for your slackness, only reflects poorly
on your professional image.
Gossip
It is all right to step out and take a break for a few minutes. But, spending hours away
from the desk, even if you are only chatting with a colleague in the next cabin, is not
acceptable, unless of course, you are in an official meeting. Don't make a habit of taking

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French leave or calling in sick too often; you may end up losing your employer's trust, or
worse still, your job.
BINDU SRIDHAR
The Seven Blunders of Management World
SOMEBODY once sagely remarked that mistakes were the nature's way of showing that
one is doing some learning. However, if you were a manager (new or otherwise) there
are only so many blunders that you are allowed to make. And if leadership is thrust on
you almost overnight for instance what if your immediate superior quits suddenly and
you have to don his mantle - chances are that you will not merely be overwhelmed but
also tend to making more mistakes in your eagerness to prove your worth. A `crash
course' would obviously be of great help but nonetheless here are seven blunders that
the new kids on the block ought to avoid at any cost.
Control freak: Most managers (Fresh or otherwise) want to maintain a tight control over
everything and everybody. Cultivate the first important trait of a successful manager
an eagerness to learn and a willingness to admit that you do not have all the answers.
Assess the capabilities of your subordinates before you delegate power or responsibility
Mr.Know - all: You may like to believe (or pretend to) that you are a `know-all' manager.
But the fact is you do not become omniscient just because you are in a position of
authority. Try and make the transition from a worker to a manager without stepping on
too many toes. Being a manager means developing your people skills so that you can
harness the collective expertise of the team. Hence, do not fail to delegate
The word is Bond: Failure to build a strong, cogent team can be your nemesis. Set
realistic goals for the team members and give them challenges that they will feel good
about meeting. Keep your people informed about significant developments that may
impact them. Meet with them regularly for stocktaking, discussing issues and to guide
and direct them
Vision-less: Employees want to be led by a caring and liberal minded person; they do
not want to be managed. If you have a vision for yourself and your team, make sure that
you capitalise on every opportunity to realise it. Ask yourself how you want to be
perceived by others and what is your value addition to the organisation
Failing to communicate: Information is power and often there is a tendency to control it.
Some managers are loath to share information as it makes them more knowledgeable
and hence more valuable to the organisation. While some shy away from sharing
negative news, others simply don't make an effort. If the employees have no clue as to

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what's going on in the organisation, there's no way they can be motivated to put in their
best. Communicate with your people and empower them with information
Killing creativity: Granted, you cannot set the trend of breaking rules, but blind
adherence to rules can often be self-defeating. You will only end up alienating your staff.
Use common sense and find creative ways to solve individual problems and be willing to
take up cudgels against the management. Don't go in for quick fixes rather seek a lasting
solution to a problem
And a stuffed shirt too: Chill out! Don't be a stick in the mud. Keep your sense of humour
and create a fun workplace where people would want to work. Because it is serious work
to run a business you as a manager must foster an environment that is lively and fun.
Even the most tedious of jobs can be made interesting if an element of playfulness is
brought into the workplace
It is tricky changing places from being a peer to a boss. But, decades down the line after
you have retired, your people may not remember you for the discipline you sought to
enforce or the budgetary cuts you imposed; they will look back with fondness at the fun
and joie de vivre you introduced at the workplace. Go ahead and make the most of it!
PADMA RAMESH
Right Career Choice is The Key
WHEN Robert Frost in his famous poem `The Road Not Taken' said, "Two roads
diverged in a yellow wood, And sorry I could not travel both", he was probably referring
to how difficult it was to make a choice; career or otherwise. Well, he was lucky, he had
just two roads to choose between; today the roads that lie before us are numerous, it is
up to us to choose the right one.
Making a career choice is one of the most difficult and the most important decisions we
will ever make in our lives. It has to be made with much thought and deliberation.
Moreover, career choices cannot be made based on just a few criteria alone. Your job
may carry great monetary benefits and perks, but if you do not enjoy what you do then
you are foolishly expending a large part of your life. At the same time, remember that
money is also important for you need it to survive. So, if a job is all satisfaction but no
pay, things can get difficult.
Before you go about choosing a perfect career, you need to know yourself first. Most of
us never spare a moment to know what actually our likes and dislikes are. The first thing
you need to determine is what your interests are. Consider your personal likes and

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dislikes. Do you prefer to work alone or in a group? Would you want fixed office hours or
would you like to work from home?
Ask yourself where you want to be in ten years. Does a particular job fulfil this
developmental need? Does it provide enough challenges for you to move ahead on your
career path? Think about your hobbies. Most of us have hobbies that we wish we could
spend more time at. Maybe you can do so by turning it into a career. Ask yourself about
the environment you want to work in. Do you want to be your own boss? Or would you
rather follow the leader? Do you want to work in a fast- paced world, or would you rather
do something that moves slowly? Accept your own realities. Know your capabilities. You
may think that working in a bank may sound great but if you hate maths and can't adjust
to long working hours then it is certainly not the choice for you.
Such questions will definitely help you eliminate the poor matches and assist you focus
on the possibilities.
Sometimes all this self -analysis leads to nowhere. We end up more confused than we
were at the beginning. Then, the best way to deal with the dilemma is to think about
consulting a career counsellor.
A career development professional will use various tools to help you evaluate your
interests, personality, skills and values. He or she will then show you how all these
things, combined, play a role in choosing a career.
One of the many things you can do to see if a particular career would suit you is to
volunteer or take up an internship. Sometimes things don't always appear what they
seem.
You can also learn about a career by interviewing people who are already in that
profession. Learn to ask as many questions as it takes to clear your doubts about the
profession. Be sure to take in their opinion about the job and its requirements.
Once you have all the information you need, list out all the pros and cons of that
particular job. Look at the various alternatives. Check to see if the job gives you what
you want from a career. See if it fulfils both your short term and long- term goals. The
other thing you can do to find a great career would be to explore the area you would like
to work in. Find out what you are good at within a particular industry. For example, if you
take journalism, you may not be so great at the actual writing part but maybe a great
editor.
It's necessary to know what you are good at. Most of us have vague ideas; by putting
these ideas into action we can find out the truth.

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Passion is the key word in selecting a career. Don't select something because it is the
latest in the job market. Let not your career selection be based on your whims and
fancies.
As Howard Roark, the hero of Ayn Rand's novel The Fountainhead, says, "I have, let's
say, sixty years to live. Most of that time will be spent working... if I find no joy in it, then
I'm only condemning myself to sixty years of torture." So, be sure of the path you are
planning to tread on.
SRUTI SAGARAM
Befitting Body Language
"He that has eyes to see and ears to hear may convince himself that no mortal can keep
a secret. If his lips are silent he chatters with his fingertips; betrayal oozes out of every
pore."
Sigmund Freud
BODY language is a largely unconscious, yet a revealing aspect of our true selves. It's
not what we say but how we say something is important. Many a time we speak volumes
without even uttering a word. Communication is a package deal of verbal, non-verbal
and vocal cues. Through extensive communication research, it has been discovered that
words account for a tiny seven percent of a message's impact. The rest comes from
non-verbal cues, such as voice tone and facial expression. It's only when we interpret all
the cues, that we get the whole message - or what you end up with is a partial
communication.
Remember how we've been taught not to believe everything we hear? Only believe what
you sense and see, such as body language and its associated meaning. If someone
compliments you with a smirk on his face, are you going to feel flattered?
Body Language is also the most powerful method of validating your words. Even if you
say the most meaningful sentence with a deadpan expression, nobody will believe you.
Your expressions, body, gestures and vocal pitch must match your words. Body
language is what gives meaning to words; it causes the message to reach the heart and
brain.
There are instances when words fail us in our efforts to convey a message. Often, we
don't reveal how we feel about people or what we actually mean when we say
something. Sometimes a `no' means a `yes' or a `maybe' implies `no'. So, to make the
meaning of our words clear, we use body language. We use body language all the time.

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Since humans are social creatures, when two people come into contact, they begin
exchanging non-verbal communication signals. Just the very presence of another person
marks the beginning of communication. It's not possible to be not communicating when
amongst people.
Also related to non-verbal communication is self-presentation - appearance. Would you
dress up in your best to go to the local grocery for milk? On occasions like interviews,
public performances and formal events, one may choose to manipulate impressions in
order to impress upon others about one's desirable qualities in an effort to strengthen
self-image.
Culture is a strong determinant of body language - of how we use and interpret it. It is
wise to remember that meaning of certain gestures varies from culture to culture.
Workplace culture has its own set of rules and interpretations. Out here you really need
to be more specific and meaningful, so your gestures should match your words.
Nobody has the time or patience to find out what you really mean, why you are behaving
in a certain way, or what your underlying issues may be. There's a lot to be said about
people at the workplace from the way they sit or stand, shake hands, look and speak,
move and use their body. You can read people by observing their facial expressions,
vocal qualities, hand gestures, body movements, posture, etc.
They can be judged at the intuitive level by observing all of these movements. Body
language is especially important in the corporate world as it can be used to influence
decisions and turn the tide in your favour.
In order to send the right messages at work, be conscious of how you use your body:
Don't be stiff: Use the body - it ought to move. It speaks when words fail you. One who
says the right words but doesn't use his body to send compatible signals comes across
as insincere, impersonal and ineffective person.
Don't gesticulate too much: Be aware of how much you are using your body. Too
much gesturing can be annoying, distracting and makes you appear hyperactive.
Remember to use your body to score a point, not lose one.
Don't just tell, show: When you're making a presentation, attending an interview or
holding a meeting, show them how good you are. Use gestures, expressions and, in
fact, perform to hold your audience's attention.
Imbibe mannerisms: Imagine which mannerisms you like and adopt those that best suit
you and your purpose. If you like a certain way, work on it. Don't adopt mannerisms that
are incongruent and awkward with what you are as a person. Gestures are meant to be

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natural, not artificial. Or the whole purpose of using gestures gets lost as they are
supposed to substantiate and give credibility to your words.
Dress appropriately: Our outer garb is also a reflection of how we want to appear and
what statement we are trying to make. Clothes should enhance your purpose, not
distract it. These are conscious forms of body language wherein we try to make an
impact on a select audience.
It is fascinating to understand body language and use it to our advantage. Apart from
making communication more effective and interesting, an understanding of body
language will go a long way towards improving our ability to make out when a person is
lying and sense where one's opponent's interests lay.
SALMA ALIAKBAR
Self Counsel Your Way to Success
CAREER. Does this word send shivers down the spine leaving you wondering what's in
store for you in future? Have you found yourself the right kind of job, where you feel
contented, give your best and are happy for all that you do for the organisation? If you
still haven't and are trying to know what's best suited for you, then you sure need
someone to help you out or have to help yourself out of this problem. Career is not just a
passing cloud. One has to live with it for quite a few years in one's lifetime. So, we would
obviously love to work these years with a career that we like and not a job that would
leave us cribbing with our every move.
Every year, millions of graduates throng the job market and find themselves at a loss
unable to figure out what kind of career they are made for. You will also come across
professionals trying to find a job that will keep them happy. If you are one of those, take
heart, there are plenty of career counselling centres spread across the country to help
you out by assessing your personal values, personality traits and your needs. However,
there's a problem here. Some people would not prefer a third person to take charge of
their matters and like to thrash out things on their own. For this genre of people, selfcounselling is the best option.
Self-counselling tools: Deciding about a career is much more than picking up one from
the hundreds of available options. A wrong move can leave your dream to remain one, a
dream. To avoid this and to make life easier, you can help yourself with self-counselling
by following these tools.
Carry out a self-analysis: Being open to yourself is a very vital aspect in selfcounselling. Don't try to skip the procedure of discovering yourself thinking you are the

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best person to know yourself and you already know who you are. You might end up not
knowing your most important traits that can be of major help in zeroing in on suitable
career. So, start off finding out what is it that you want out of life. Ask yourself:
What do I enjoy doing the most?
What are the values and principles I follow?
How do I wish to spend the rest of my life?
What are my goals in life and how do I prioritise them?
What are my likes and dislikes?
What are my strengths and weaknesses?
Identify your career preference
After you know your own self, the next step is to think about what kind of a career you
want. You just can't simply do a course and take up something that sounds interesting or
looks like a promising career. That can be a real mess. Your interests, traits, strengths
and weaknesses play a very important role in identifying your career preference. The
only way to go about this is to answer honestly the questions below:
What are my professional skills?
How good is my communication skill?
Do I prefer to be a leader or just a sub-ordinate?
Will I be willing to take risks?
Do I prefer deskwork or love running around?
Do I love taking up responsibilities?
Do I have a long-term or a short-term goal?
What kind of professional life I enjoy?
Plan your next move: The interpretations that you've made out of your responses will
push you into deciding what kind of a career you want to pursue. But the task does not
end here. Go ahead and define your role in making the dream come true. Write down
how well you can market yourself and what are the tools that you would use, the areas
you would like to master and need training in, how would you handle adversities, etc.
Pros and cons: The advantage is that self-counselling requires less time and is
inexpensive. It is also the tool that is more readily accessible and is total fun. The
disadvantage is that the person might not dwell deep into his thoughts and answers
might vary and tend to be wrong at times. So, you should be aware of the pitfalls.

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On the whole, self-counselling is one of the best tools that can teach you a lot many
things. Self - confidence, realisation of self and creating a self-identity are some of them
that you learn in the process.
SRINARDHANI J
Rehiring Exceptional Talent
IN THESE days of high attrition rates when retaining top talent is a mammoth task for a
company, rehiring lost talent leaves it gasping for breath. Traditionally, rehiring has been
an unacceptable practice. It's pretty hard for companies to digest the idea of employees
leaving for greener pastures. Such departures deride their dignity. But in today's
scenario, with competition and attrition rates increasing by the hour, companies cannot
help but undergo the odious pains of rehiring former employees than crumble under
inefficiency. Most of the companies, as a matter of practice, are not sitting tight waiting
for former employees to return. They are rather initiating proactive steps to woo them
back. If you are planning to lure back some of the ex-employees, it's advisable to go
through a checklist before embarking on any such plan.
The initial step: When your organisation is in dire need of a specific talent, you should
approach the ex-employee who possesses it. As many would think, the approach is not
all about placing a call and making an offer. It's not that an easy task, unless the person
himself offers to comeback.
Examination: Before actually deciding to get back a former employee, first know the
history of the employee in your organisation.
Reason for quitting: Find out exactly why the employee quit your organisation in the first
place. Gather information from his ex-colleagues about his perception of the job while he
was working with the organisation. Try to know whether he was dissatisfied or bored with
the work. He might also have had difficulty getting along with his colleagues or would
have had health problems.
Performance: Try figuring out whether he was an employee who you should have not
lost at all. So, compare his performance level with the others who also left your
organisation. Check for the quality of work he had done for your company and then
determine whether he is the right person for you. Chances are high that you might miss
the opportunity of hiring other candidates if you focus on just one of them.
The aftermath: After knowing the candidate's contribution to your company, you had
better know his performance with other companies. Also, make it a point to know how
many jobs he quit in the past few years.

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If the employee had immense talent and left many a job due to unfavourable
circumstances, chalk out policies that help you woo him back.
The final approach: Remember that a former recruit can always make a good
contribution than a new one. Your ex-employee knows the trick of the trade. So, you
don't have to spend much time training him once again. Also know that he can deny the
offer at any point of time during your conversation. So, chalk out a complete plan of what
you are going to offer him in order to get him back into your organisation.
Do it the right way: You were his former employer, no doubt. But nothing is going to stop
him from denying your offer if you have a very unfavourable approach. So, no matter
what, put your request in a very polite manner. Start off by explaining why you want him
back. Give him valid reasons and let him know that you really need him. Your ego can
take a back seat for a while, there's no harm in it!
Terms and conditions of the recall: Be very specific about the terms and conditions of the
recall. Loopholes can muddle up the whole affair. Keep the options flexible for most of
the things like policies, salary, vacation plans, etc. Try to provide good terms and
conditions. If it does not appeal to the person, try and modify it a bit more.
Things that matter: Promotion, reinstated bonuses, perks and the like do matter to an
employee. Try to provide more than what he is earning in his present job. Always
approach with a promotion in your hand.
This can make a lot of difference. Assure him about the work ethics. Provide solutions to
the problems he had faced while he was working with your organisation. Give him the
authority he deserves in the organisation.
Rehiring, if done in the right manner, can be a real motivator for the existing staff.
Nevertheless, beware; it might also trigger adverse effects. Try to sort out issues with
your existing employees if they have any problem with your rehiring an ex-employee.
Provide them the confidence and make sure they trust your actions. Deal all the things
diplomatically. That will give you what you want!
SRINARDHANI J
Ask your way to approvals
THE WORLD responds only to those who dare to ask, to question and to speak out.
While you may not always get what you ask for, remember you are never going to get
what you don't ask for... unless it happens to be something contagious! As Mark Victor
Hansen (co-author of the Chicken Soup For The Soul series of books) puts it, `When

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you begin to ask for what you need and want, you've taken control of your life, and are
proactively steering its direction.'
There are tricks to getting what you want. You could manoeuvre, manipulate, stagemanage, compel, intimidate and employ duress, coercion and under-hand tactics to get
what you want. Or you could simply ask right!
Here are a few tips to ask right and get what you want, whenever possible.
Just ask
Remember, it is okay to ask. Understand that you have the right to ask for anything you
need or want. Ask only what you really want or need though; an honest and sincere
request is always given due respect.
Ask with confidence
Your approach is of primary importance. Ask in a positive frame of mind and speech. Act
as if you expect to get what you ask for. Use humour and creativity as you would use a
rubber sword - to make a point, without drawing blood. Ask from the heart; put passion
and soul into your request. Ask confidently, and maintain eye contact. This further
establishes your integrity and earnestness. It is tougher to shake off a confident request
than one that is made with trepidation and hopelessness.
Do homework
Ensure that you are asking the right person. Before you ask someone for something,
make an assessment of whether or not they will be able to give it to you. Is the person in
a position to help you? Will he or she be willing to give you what you want? It is possible
that the person you intend asking may not have authority to help you; or he could be
unsympathetic and not emotionally motivated to help you. In such cases, you could well
be wasting your time.
Get attention
Ensure that the other person comprehends what exactly you are asking for. If the person
cannot give you his or her full attention, set up an appointment or comeback later when
the person is less busy.
Be clear
Be as concise as you possibly can in your requests. Ask for what you want, not for what
you don't want. At the same time, be careful what you ask for - more often than not, you
get exactly what you've requested!

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Prepare for both "yes" and "no"

Just as you have the right to ask what you want, the person you ask has the right to
answer with a `yes' or a `no'. Prepare yourself for either eventuality. If you get a "no" to
your request, be gracious. An ungracious, or an angry response will only imply that you
were making a demand not a request. Demands are never well responded to and are
always resisted. Be gracious, and you will probably get a "yes" in the future.
Get ready to make sacrifices
Many a time, you may have to settle for barter deals. Be prepared to give something, if
you want to get something. When you ask, always be sure to explain how the other
person benefits and wins because he or she has reacted positively to your request. Be
prepared to help others too, when they come around asking for help. Remember, what
goes around, comes around.
Be persistent
You may have to overcome a number of `No's before you finally get a `Yes'. If you have
to ask more than once, you probably need to adopt an alternative strategy. Try working
out things from different perspectives. Assume the person or people who you are asking
for something have your best interests in mind. Assume that they have not clearly
understood the reasons for your request. Assume that if your reasons were known, your
request would have been granted. Make your reasons known, gently. Ask the other
person(s) to help you with a solution. They may know someone who could help you.
Your tenaciousness and perseverance will pay off.
What if the answer is still `No'?
Accept it with grace. If someone says "no" in spite of all your efforts, you can't anyhow
make him or her do or give you what you want. You could, however, damage or destroy
your future chances of getting what you want by constant niggling or an ungracious
reaction.
Great things are possible only with outrageous requests - so never hesitate to ask. And,
as they say, the key to getting everything you want is to never put all your begs in one
ask-it!
BINDU SRIDHAR
Cut out for sales career?
TODAY, every young graduate, of either sex, looks at marketing as a piece of cake. Ads
also ask for `young dynamic persons with own vehicle' to market their goods. You cannot

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blame them for believing that if they have their own two wheels, they can be hotshot
marketing executives. They walk in and get the hang of the whole thing.
Within the first 15 days, the roses in their eyes are washed out, mainly because of the
pollution on the roads and also because it is not as easy as it seemed! The initial
enthusiasm can last, probably till one gets the first pay cheque!
So, what goes into the making of a successful marketing person? Can any Tarjeet,
Dinesh and Hari market anything confidently? It is important to evaluate your own assets
and attitude if you want to pursue it as a career.
Communication skills: It is very important that the person who chooses marketing as a
career is good at conveying his/her ideas in a compact assertive manner. This again
goes into two parts: a) the ability to convey the point without beating about the bush; and
b) the ability to do so without sounding like you are pleading or begging.
The first is possible when you have the fluency of the language and the ability to
convince a potential buyer, with all the intelligence at your disposal.
You have been trying to meet the top brass of a company and you have been fobbed off
a number of times. Are you prepared to face the fact that there may be more occasions
like this where people may not want to see you at all? So, if you do not see them, how
do you convince them?
Attitude: Yes, it is very important to have the right attitude if you want to be successful
at marketing. My neighbour, who has been in the industry for nearly a decade, says,
"Some of the major assets that a good marketing executive needs to have is a cheerful
optimism and a firm faith in what he is trying to sell. Besides, he has to be very creative
as a single approach does not work for all segments of the market."
When she talks of being creative, she believes that every client needs to be studied and
then an approach has to be worked out. This holds true for every product, concept,
market segment, etc. whatever one is heading for. To a certain extent, creativity can be
inculcated through training. In fact, a good training session in marketing helps in many
small ways.
Understanding people: One has to be a people's person to be a successful marketing
executive or a business development executive (new wine in an old bottle and all that!)
One has to have an understanding of human nature eg what is the right time to talk to
a housewife. If her kids are bothering her, come back another time. If people are out for
their evening walk they may want to hear you but they are certainly not going to strike a
deal! One has to understand people's body language. They may not say they are, but if

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they look tired, distracted or plain disinterested, come back another day or try another
`creative' tack!
Learning to read body language is an art by itself and there are enough books to help.
They are well illustrated and give you great details about interpersonal relations that can
be studied through non- verbal behaviour.
Dress accordingly: It might sound trite but it pays to dress according to your target
segment and the kind of impact you want to make. It creates an image of stability and
reliability.
SHYAMOLA KHANNA
Working and unhappy
THESE days when friends ask me how was my work going, instead of my customary
`great guns response' I prefer to roll my eyes and sigh from the depths of my being. That
says it all and they understand that I am on the lookout again! But what many of them
cannot understand is why I am ready to chuck up a perfectly decent job, especially as in
my industry (media) there aren't too many opportunities going a begging. Nobody wants
to hear of a person who has a seemingly good job with a good pay and still is unhappy
and cribbing. Working yet unhappy does sound like an oxymoron in today's economy.
Isn't one asking for too much here? A natural reaction is if you hate your work so much
then why don't you leave. And, go where? Jobs are so hard to come by that quitting for
being unhappy seems like a stupid reason.
Meanwhile, if you are indeed waiting to move on to something more worthwhile, the
biggest challenge that you could be facing is how to keep up your enthusiasm for your
present work. Author (Work Smart) and career consultant Marci Taub, suggests that you
look at the present job not as a source of misery but as a stepping-stone to your future
assignments. "Determine how relationship and skill-building, on and off the job, will get
you there, so when the time is right you can move quickly," she advises.
Some more dos and don'ts:
`Career management' continues to be a hot buzzword. If you haven't yet started on
making that plan, Do It Now! Continue to assess your career at every stage so that you
can survive and thrive. Network systematically. Make a list of people and resources that
can help you with good leads and keep contact information. Current. If you are shy, find
a style of networking that suits your personality. Be open

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Create at least a two-year plan for your career. Write down your objectives and goals;
the process will make you feel more secure about your future. Develop new skills and
learn something new about your business
Build your personal brand based on your skills, qualifications, professional strengths and
unique characteristics. Make it your PUSP (personal unique selling proposition) and see
how people perceive you differently and in a in a more positive fashion. Who knows, a
self-evaluation may see you in a new career direction!
A great way to market yourself is to be interesting and be interested. If you share career
information with others, chances are they will reciprocate. Know your industry and how
you can fit in the field that interests you. But, remember to always have a backup plan
Keep your CV current and updated. Wherever possible, quantify your accomplishments
and give examples of your contribution to the organisation
Most importantly, cultivate a good attitude. That will help you deal with rejection and if
needed also keep your ego in check! Work on it so that you come across as a positive,
confident and flexible professional. It is important that you sport this attitude at interviews
or else your true feelings will show through despite your best efforts - and hurt your
professional image
In the meantime, enjoy what you are doing and consider yourself fortunate that you still
have work to do!
PADMA RAMESH
Workplace alliances
WHETHER you love to play boardroom games or don the amour for corporate crusades,
it is unlikely that you will be able to accomplish the task without some help, direct or
indirect. You need someone to support you and help you cover your vulnerabilities,
someone who can provide you with assistance and friendship when you need it.
In the corporate world, workplace alliances are invaluable because they can translate
into commercial advantages. Alliances, when formed with the best interests of both the
organisation and the individuals in mind, help solve problems and provide timely advice.
Your allies often offer a different perspective when you tend to lose sight of the bigger
picture. Here are a few tips that will help you build interpersonal relationships and forge
strong alliances that make goal accomplishment easy.
Effective communication is perhaps the keystone of any relationship. You need to open
up channels of communication - both written and oral, with your potential ally. `My boss
and I share a very informal relationship', comments Sudhakar, a production engineer.

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"We always share opinions and discuss strategy over a cup of coffee or the occasional
lunch." An element of informality is congenial to nurture a strong work-alliance/
partnership, because it fosters feeling of friendship and trust.
Treat your allies as equals. Don't make the mistake of patronising an ally just because
he is not as knowledgeable, or perhaps a rank or two lower. Remember that, no matter
their position within your organisation, all people are equal; they just do different jobs.
Never discuss an ally with others. Do not participate in gossip or do anything that might
displace the trust of your ally.
During a staff meeting, a colleague of mine gave in to another co-worker even though he
was not very satisfied with the decision that was being made. When questioned on why
he let the other person's opinion prevail, the colleague replied that he needed the coworker's support on other much more important issues.
Mutual learning, mutual influence and mutual benefits are the basis on which alliances
are built; so don't fret about the smaller concessions and trade-offs that you might have
to make in the interest of larger gains.
Provided your views are in agreement, always be the first one to stand up for your ally;
don't wait until you see in which direction the rest of the group is headed. If you don't
agree with his or her viewpoint, speak to your ally directly. Don't backstab or go to a third
party for mediation. That single act could damage the entire fabric of trust upon which
alliances are built.
Be honest. Don't make promises you can't keep. Keeping a commitment or a promise is
a major deposit in your trust account; breaking one that is important to your ally is a
major withdrawal. Get the expectations, hopes and aspirations of your ally clarified
before you make an outright commitment.
Solid trust forms the base for strong alliances. You need to build on it with effort,
commitment and spirit. It can only be done step by step, a little at a time; and
sometimes, when you step back to take a final look, it may not be exactly what you
wanted. However, you must be prepared to take that risk if you want to get ahead, both
at work and elsewhere!
BINDU SRIDHAR
Tackling with tact
I HATE confrontations of any kind and the nickname given to me (rather disparagingly) is
that of the `office diplomat'! Diplomacy is all about opening channels of communication
to end groupism and infighting. It is all about tactful talks! If you don't believe me then

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ask someone who is able to maintain a positive perspective amongst disgruntled and
unprofessional employees. Most people have the habit of saying whatever comes to
their mind without thinking twice about how the other person would react. If the others
know your penchant for shooting your mouth off, they would understand but if they do
not know your nature, the miscommunication can be rather unfortunate.
Whichever business you are in, diplomacy and tact are the secrets to a successful work
life. We need workplaces to be exciting, challenging and at the same time pleasant
places to work as most of our waking hours are spent there. And it is in the hands of the
employees to make it so. Part of being diplomatic and tactful is how well you can relate
to your boss and your colleagues. A few suggestions to do it right, diplomatically:
Tact is the most important attribute to possess if you are heading a team, dealing as you
do with different kinds of people with differing egos. To be tactful you have to get to know
your people. Know about the pressures and demands they are facing and working
against. At the same time acknowledge their strengths and identify the areas where your
expertise will help their efforts
Clichd as it may sound, be a team player. Employment is about relationships. Offer to
help your teammates if they need any help. Ask for help if you need any. Tact is sharing
the success and failures of the team together
Are you rarely assertive because you don't like hurting anyone's feelings? This definitely
is not tact; that is foolishness. Listen to what people are saying; it will help you connect
with others
Check negativity and loose talk as it damages morale and harms workplace
relationships. A moment of angry reaction can make you lose years of goodwill
Never make the mistake of criticising in front of others. If you want to pull up someone,
do so behind closed doors. This way the team will not be demoralised. Use appropriate
language and couch it in the right emotional tone
Follow protocol and the chain of command. Talk and consult with your superior if you
have any problems dealing with any recalcitrant and troublesome worker. It is relatively
easy to master a software programme application or be up to date on the latest trends
and policies. But it is a challenge to be acknowledged as a master communicator who
can not only explain and communicate what the policies are all about but also be helpful
in defusing volatile situations and avoid possible confrontations with tact and diplomacy.
Tact and diplomacy are the keys to dealing and communicating successfully with all
types of people and all kinds of tough situations. It will help you put your point across

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without appearing pushy and aggressive. Tact and diplomacy will help you communicate
more powerfully and effectively. The skill improves with each and every encounter. If you
make an effort in that direction, the rewards and satisfaction can be tremendous
PADMA RAMESH
Attract winners and retain them too!
``OUR BUSINESS needs a massive transfusion of talent. And talent, I believe, is most
likely to be found among non-conformists, dissenters and rebels."---David Ogilvy
You are a manager, interviewing a prospective employee. One of the applicants has long
hair, plays the guitar in a rock band called The Ugly Rumours, is frequently in trouble
and was flogged by his House Master at school because, in the words of the House
Master, "He was the most difficult boy I've ever had to deal with!" What would you do?
Most probably, promptly reject him! But, the British didn't! And, hold your breath, they
made him their Prime Minister. The aforementioned attributes describe Tony Blair at the
age of 17!
Many an advantage is won or lost through the talent and capabilities of your team.
Employing people who are honest, dependable and have the required experience will
get the job done, but won't necessarily create the buzz and atmosphere that often
separates a mediocre team from a great team. To have a great company, you must first
have a great team. Many people consider attracting great talent is just providential and
does not involve any management skill. It's not. It's a difficult task to pick winners and is
an even harder challenge to nurture and retain that talent. It is all about "putting the right
people in the right jobs", and its importance can never be overstated.
How do you spot a winner then? We discussed the anecdote at the beginning of this
article not to say that talent only exists in eccentric non-conformists. The point is, talent
can come in many forms; and, as an organisation, you need to be prepared to embrace
diversity in employees. In short, personal prejudices should not distract you from hiring
someone who has the potential to add tremendous value, diversity and growth to your
business.
Optimism is one quality you should look for in a candidate. Ask yourself; does this
person have a bright and sunny outlook? You sure don't want long faces around you!
Try to distinguish between energy suppliers and energy drainers. Energy drainers are a
worried lot with more shadows than sunshine. Try talking to these people and you feel
drained at the end of the conversation. By contrast, energy suppliers don't have all the

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answers but they say: 'Leave it to me, I'll find a way.' You feel good if they are around
and wish to have more of them.
There's no disputing the fact that technical skills and experience are important. The real
mark of a winner is to be able to adapt to change. Experience is not always as important
as passion and adaptability. If you see the fire in them, then do hire them! Skills can
always be imparted later!
But, you also need to retain your treasured team members. So, what's the carrot stick?
First and foremost, remuneration is very important. But, using only remuneration to
attract talent can be a dangerous strategy because if you win talent with money, you
could lose it for money! Each member of your team is unique and is therefore likely to
have different needs and desires. The packages you are offering should be as unique as
the employees. Further, you may not even be able to attract the talent you require only
offering full-time employment. Instead, you may need to consider part time and casual
employment.
The key is to recognise that different employees will respond to different benefits and
being able to deliver on those will offer your company a tremendous competitive
advantage in the 'hunt for talent.' In short, be flexible. Don't forget the intangibles.
Sometimes, talent is not only interested in what you're offering, but also who you actually
are. Work Culture is everything. The point is, it is illogical for employees to want to
purposely be difficult or lazy; they clearly don't enjoy it and would much rather enjoy
themselves at work and find meaning in their careers. It is the responsibility of owners
and managers to create appropriate environment and conditions that will allow
employees (and their talent) to shine. Find a company that has great talent. You'll likely
be looking at a company that has very open and very honest communication. Everyone
has a role in an organisation, but that doesn't necessarily indicate that one role is more
valuable than another. Senseless hierarchies create barriers to communication and will
serve as a deterrent to attracting talent. So, hierarchy is out, flat is in: There is no
definitive "how-to" list to be followed that will attract the necessary talent. Employees are
as diverse as the jobs. However, understanding changes in the industry, appreciating the
needs of different employees, and realising the effect that "culture" has over your entire
team is a great start. Change will continue to take place. Accordingly, what made you
successful in the past won't necessarily ensure success in the future. Embrace diversity
and be prepared to dare to be different. You will have winners on your side!
MALLIKA JAYASHEELA

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Give credit where it's due

THE COMMANDER-IN CHIEF (C-in-C) and his wife were coming to the station for their
annual visit. The flying squadrons, the signals units and the various lodger units were all
deputed tasks so that everything could go off smoothly. That was for the officers; the
wives were briefed to take care of the activities of the Ladies Club the senior lady was
scheduled to visit.
All went well till the senior lady praised the food as excellent. The lady who was in
charge of the food, lapped up the praise and, very deprecatingly, said, "Oh yes, it was a
lot of hard work, but then if you have liked it, it has all been worthwhile."
All the ladies of her squadron were milling around her, waiting to hear a word of praise or
appreciation coming their way. I knew they had been up all night baking the cakes, doing
the icing, the fancy sandwiches and the triple layered barfis, etc. Everything had been
made at home. Yet, not one word was said about the teamwork, not one word about the
hard work the girls had put into the whole effort.
When the party broke up, everyone went home to come back later in the evening for
dinner with the gentlemen. In small groups, the ladies kept discussing how one person
had taken all the praise and had not even thanked them or appreciated their work. They
were all very upset and many swore they would beg off the next time such an event
were to take place.
Why give credit?
The above scenario is from real life on an Air Force Station, somewhere in the middle of
nowhere, where entire lives are lived out far away from the mainstream. The little
opportunities where women get to display their talents are very special. It gives them a
chance to be appreciated. And, who does not want appreciation?
In an office or any other scenario, if a person or a group of persons have worked with
you on any project or even helped you in any small way, the only thing they want in
return is appreciation and due credits.
Such an appreciation from a peer or a senior works wonders for the self-esteem. It
makes you want to do it all over again and again, even though you may get no monetary
benefit out of it.
Some people believe that a little gift should make up for the spoken word. But, to be very
honest, materiel goods cannot make up for the words of appreciation.
Appreciation for good work can be done on the spot, in front of peers. Timely
appreciation has no other match - with those few words, you make the person feel `nine

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feet tall'. You do wonders for his self-confidence and his ability to stretch his potential to
the limit. For you, he will bend over backwards to get those words of praise and
encouragement all over again. Even if you as his mentor are nowhere around and his
circumstances change, he will remember the good feeling and he will do his best in a
similar situation. So, effectively you have set off a chain reaction - he becomes a better
worker, more focused and more energetic. He may never admit it, but underlying this
dynamism will be the need for appreciation.
It will be subtle, but will be there always under the surface. If a sensitive and
understanding boss can tap this potential by a few kind words, he has a dynamo on his
hands!
Let's face it, people of all ages - from five to ninety five - all look for appreciation because
it makes them feel loved and wanted. It helps the mind to grow and blossom!
SHYAMOLA KHANNA

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Harassment is unhealthy
Warning: Harassment is unhealthy. The harassed souls suffer psychosomatic
health problems, which are a direct outcome of uncomfortable and unhealthy
work environment.
Harassment is probably as old as humankind; and unfortunately, as long as differences
exist, it will too. It is a social issue that has not been resolved yet because it does not
even have a working definition. Harassment is a complex matter. However, the general
term of harassment implies any improper conduct directed at someone, that the person
finds unwelcome, offensive and harmful.
Harassment can be any objectionable act, comment or display that demeans, belittlesor
causes personal humiliation or embarrassment, or any act of intimidation or threat. It can
be related to race, ethnic origin, colour, religion, age, sex, sexual orientation, marital
status, family status, or disability. And yet, sometimes it can be just personal
vindictiveness against another person for no apparent reason - in other words Bullying.
Harassment can be in any form - it could run the spectrum from blatant open insults and
violence to suggestive comments and looks. There is no way to fully eradicate this
disease because it is a deeply ingrained trait. Some forms of harassment are:
Serious or repeatedly rude, degrading and offensive remarks, about a person's physical
characteristics or appearance
Constantly putting down people and insulting them, name-calling, jokes at others'
expense
Displaying and sending sexist, racist or other offensive pictures, posters or e-mails
Sexual harassment, such as unwelcome social invitations, indecent remarks and
gestures with sexual overtones orflirting
Threats, intimidation or violent behaviour
However, not every kind of managerial or supervisory behaviour can be classified as
harassment. People face rudeness, remarks, punishments, warnings and other
behaviour from colleagues and managers though they dislike it. But, if this becomes the
norm rather than an exception, then there is a problem. Basically, it is any behaviour that
creates an intimidating, hostile, or humiliating work environment. It is for the individual to
decide what behaviour is acceptable to him and what is offensive or unwelcome. It
varies from individual to individual. Also, note that some people can be extraordinarily
sensitive. Which makes harassment so difficult to define.

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Everyone has a personal responsibility in rooting out harassment. As an employer, not

only is it a legal obligation, it is good business sense too. If you allow harassment to
flourish in your workplace, you will pay a high price in terms of poor employee morale,
high attrition, low productivity and even costly lawsuits, not to mention a bad reputation.
Awareness, communication and early intervention are key to a harassment-free work
environment. Here are some ways to prevent and eradicate it:
Harassment policy - All companies should have a Harassment-free Workplace Policy
that states clearly and unequivocally that harassment of any type will not be tolerated,
defines behaviour that constitutes harassment and details a procedure for reporting
violations of the policy
Train supervisors and managers - At least once a year, conduct training sessions for
supervisors and managers that are separate from the employee sessions. The sessions
should educate the managers and supervisors about harassment and explain how to
deal with complaints
Take all complaints seriously - This is critical. Do not make assumptions about a
situation based on preconceived notions about the parties involved. Many investigations
come down to assessing the credibility of the participants, examining the facts and
determining the motivations of the individuals. If someone complains about harassment,
act immediately to investigate the complaint
Take action and be consistent - If the complaint turns out to be valid, your response
should be swift and effective. Let the punishment fit the crime. Take Action that
corresponds with the severity of the offence. Even if you cannot reach a firm conclusion,
it is appropriate to warn the accused to avoid similar conduct in the future, and to
encourage the complaining party to report any further incidents. Above all, show
employees that their complaints are being taken seriously and it will redress their
grievances
Maintain confidentiality - Complainants are usually scared at the risk involved as they
might end up being further harassed if their complaints become public. It is your
obligation to inform them that all information will be kept as confidential as possible, and
will only be disclosed to those with a "need to know." The best self-defence is being
armed with knowledge: The knowledge that you don't need to tolerate it, and the
knowledge that you can bring down the harasser. Just remember nobody has the right to
make you feel inferior unless you allow it!
SALMA AKIAKBAR

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Objective appraisals
``ARE all people in your company treated alike?" "Is everybody rewarded as per their
performance?" These are some of the questions that invariably figure in employee
surveys. A large number of employees, either in big or small companies, would have at
some point in time answered in the negative.
Where it would be utopian to imagine a workplace without conflict, one has to
acknowledge that, notwithstanding one's favourites and the bete-noirs, it is the
manager's job to treat everyone alike. It is also well documented that there are various
factors that can lead to a perception of biased management. Poor communication
channels, lack of clarity of goals and planning, giving one's hundred percent in what
turns out to be a fruitless pursuit, etc. can all lead a person to develop a warped image
of the reality. However, the repercussions of differential treatment, if it does exist, can tell
upon the productivity, employee morale and the overall reputation of the company.
The first step to deal with the imaginary or true perceptions regarding the management's
approach is to start with an appraisal that is rooted in equality. This will help in
conditioning the management to resist favouritism and in conditioning the workforce to
unprejudiced reward system.
* Good appraisals actually start at the time of target setting
Good target setting means half the job is done. Ensure that you mention both `what' and
`how' in the target setting exercise. A clear goal is easier to achieve and evaluate.
* Focus on the `what'When doing the appraisals, make sure that you discuss the results
and the achievement of the employee in detail.
Whatever may your perception be, discussing things at length will help the employee
see your point of view. Discuss what your expectations were and measure the
performance accordingly.
* Don't lose focus on the `how'However, when discussing the numbers, do not forget the
way they have been attained. The how is just as important as the what.
* CalibrateEnsure that the same standards and means of assessing are employed
throughout the organisation. Typically, this is a role that the HR team fulfils. People join
organisations, not individual teams.
Ensure that the new managers use the current organisation's appraisal methods and not
those of the organisation they worked earlier. This is the most common and biggest
mistake.

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* Do not promote for retainingOne of the most common comments that one hears is,
"this person needs to be promoted, or else we will lose the employee". That is the worst
possible reason to promote.
It will open the Pandora's box; you will have all the people threatening to quit if not
promoted. Promote the employee who deserves it.
* Talk about examples of behaviours and attitudes, not perceptionsWhen doing
appraisals, talk about displayed and documented behaviour and attitudes and not
hearsay. Perceptions can be questioned but not behaviour. List incidents that support or
go against the behaviour that the organisation is trying to promote and then take a
balanced view of the same.
* Appraisals are not a once a year exercise
Complete this exercise every quarter if not every month. At times behaviour and
attitudes change over a period of time. Too much time gets wasted if this documentation
is done at the end of each year.
Too many incidents would have been forgotten. In short, maintaining equality in
appraisals is about being consistent, people- focused and objective.
In the end, remember that what people want above all is to be recognised for their good
work.Appraisals based on the equality principle will promote a sense of belonging and
will help the employee identify himself with the organisation.
DEEPSHIKHA MEHTA
Look for a silver lining
THE OPTIMIST sees the doughnut; the pessimist sees the hole.
Anonymous
Every time there is an Indo-Pak cricket match, my family shoos me out of the living room
to prevent me from uttering dark, foreboding prophesies which often have a tendency to
come true! India ends up losing the crucial match while I triumphantly crow, `I told you
so'! But, I can't help it! I am a born pessimist.
Pessimism is the tendency to expect negative outcome of events. Ironically, the more
pessimistic people are the more they are likely to fail. Setbacks hit them harder and they
take a longer time to get over an adversity than optimists. Unfortunately, they achieve
less too, for they cannot believe that they are capable of better performance. They are
also less persistent when faced with tough, difficult tasks. On the other hand when they
are successful they cannot really enjoy it as they either deem it transitory or think that
they are not worth it.

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Pessimism is not `built in' in your personality; it is an acquired behaviour. It is negative

thinking that, if persistent over time, negates all successful outcomes. It is important that
you deal with your pessimistic and negative side before it destroys your professional and
personal relations.
Coping with negativity and pessimism:
Do not blame yourself when things go wrong. `I knew I couldn't get it right' or `I cannot
do' is the wrong response. Instead, try thinking of what you have learnt from the
experience. Everything need not be hopeless all the time!
View the negative event as being a temporary setback, caused due to external factors.
Don't let an isolated event undermine all that's good in your life
Persevere. Don't give up too easily in the face of a struggle. Try and focus on
possibilities and choices. For a pessimist it is indeed difficult to come out with a positive
statement of faith, nonetheless attempt to consciously cultivate a positive attitude and
always expect something good to come out
Stop giving negative messages to yourself. Even die-hard pessimists can be coaxed into
looking at the brighter side of life. They are not a lost cause. The minute you feel that
you are letting negative thoughts take a grip on you, replace them with more optimistic
interpretations. Optimism can be `learnt' just like any other skill. And like any other skill it
needs practice before it comes naturally to you
Identify the feelings that precede your negative attitude and realise how your behaviour
interferes with a healthy interaction with others. Get the support of others in reminding
you when you are being negative or pessimistic. Accept yourself as a person who may
slip back into his old, tired and true behaviour. But don't give up, yet. Importantly, get
started on building your self-esteem
The fact is thinking optimistically can make you live happier and longer. Though it is not
always easy to view the world through rose- tinted glasses, you can at least see the
glaze on the doughnut and disregard the hole!
PADMA RAMESH
Personal vs. professional life
EVERY one has trouble keeping personal and professional lives apart. We are human
beings after all, and it is but natural that our personal and professional halves merge into
one whole, in spite of our best efforts and intentions. The real problem arises only when
one half starts hampering the effective functioning of the other. For example, when
things are not going too well on the professional front, our work suffers. Then it is time to

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stop and take notice. You have to make an all out attempt to compartmentalise and keep
your personal and professional life apart for the sake of your own sanity and well-being.
Else, you could end up losing both ways. A few tips to save both your skin and your
sanity!
Be yourself
It is impossible for a person to change his personality and be one kind of person at home
and a different one at the office; unless of course, he is putting on an act. Remember,
people get wise to the act at one point of time or the other. Every one of us has been
blessed with unique abilities and talents, so let us not waste time worrying because we
are not like other people. It is important to be honest and truthful to yourself. It is even
more important to be able to love and respect yourself for being you. Once you come
across as an honest and straightforward person, people are likely to be more
understanding and less interrogative. Your excuse of a hard day at work is more likely to
be accepted by your wife if she perceives you as telling the truth, just as your boss
would pass your request for leave `because granny is ill' with no comments, if he
believes you are sincere.
Worrying and procrastination
Research into the subject indicates that a sizeable majority of the human population is
afflicted with WWS. i.e., Worry Wart Syndrome. Worrying produces unnecessary
tensions and nervous fatigue. Dale Carnagie, author of `How to enjoy your life and your
job,' points out how good, down to earth and sensible people who wouldn't dream of
wasting any money are often reckless about the energy they squander worrying and
procrastinating. If you are the type who worries a lot, allot a specific amount of time, say
an hour or ten minutes (depending upon the degree with which you are afflicted with
WWS), and utilise it solely for the purpose of worrying. If you get any worrisome
thoughts during work, firmly admonish them and say to yourself. `Hey! WWT (worry wart
time) is not until 5.30 pm. That's still 4 hours away. I have got work to do. So go away,
you worrisome thought and hide yourself till then!' You better do it under your breath, or
behind that big green folder, unless you want your boss to give you strange looks. Or if
your intention is to get the day off, repeat the same exercise, in a voice that is a couple
of decibels higher than normal. In all probability, your boss will check your pulse, feel
your temperature and give the rest of the day off! Then you can worry for the rest of the
day!
Spot solution

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People often make the mistake of putting off important decisions. When there are a
multitude of problems, we tend to simultaneously dwell on all of them, worry about all of
them, procrastinate about all of them but seldom make a decision, even on one of them.
Take one problem at a time. Give priority to important and urgent problems. If you have
the facts required to make a decision, don't put it off or procrastinate. Deal with it
immediately, before you move to the next problem. That way, you don't carry your work
problems home with you or vice-versa.
Personal problems
Discussing your personal problems with office colleagues is a firm no-no. It is akin to
inviting disaster in both personal and professional life. It is advisable to have a friend
circle outside the office, with whom you can discuss your personal problems. If you do
have a trusted office colleague/ friend who you feel can help you out with your personal
difficulties, always discuss personal matters with him outside the office. Discussing such
problems during office hours or within the hearing of other office colleagues not only
gives the impression that you are wasting office time, but such issues also become grist
to the rumour mill.
Emotional maturity
EQ or the emotional quotient that determines how people react to a given situation plays
an important role in ascertaining how well individuals are able to stay in control of both
their personal and professional lives. One has to learn to be emotionally mature and not
over react, to personal/ work situations and pressures. At work, understand that any
criticism is probably not personal, but professional. You will be able to handle things
better if you condition yourself to be professionally involved but emotionally detached, as
far as your work is concerned. It is easier said than done though, if you happen to love
your job; the trick is to identify yourself more with your profession and less with the
company.
BINDU SRIDHAR

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Let time work for you!

LEARNING how to handle your time well is an essential skill for success in any
profession or business. So, you had better begin managing time in your formative years
itself!
According to the famous Pickle Jar Theory of Time Management, we need to prioritise
our activities and recognise our `big rocks'.
We need to allot time in accordance with the priority. In other words, once we get our
priorities right, we need to put them in order and make place for them in our time
schedules in such a manner that each one gets its own share of time.
For example, when we realise that we need to allot at least 5 hours in the day for our
studies (outside the classroom!) then we are making it our `big rock'.
The `smaller rocks' refer to the things we need to do which are urgent but not so
important. The `sand' that goes in on top of the smaller rocks and creeps all around the
big rocks refers to the activities thrust upon us from all directions and which cause a lot
of upsets.
Recognise the time wasters
Look at the list below and check out if these are your time wasters too:
Crises - We are addicted to urgency. It sends the adrenaline rushing and gives you a big
high. Therefore, we put off things till the very last minute and enjoy the exhilaration of the
situation!
Telephone calls
Poor Planning
Attempting to do too much
Drop- in visitors
Poor delegation
Personal disorganisation
Lack of self discipline
Can't say `no'!
Procrastination
If some of the above are your problem areas, be specific and try and break the grip they
have on you. If you can look at your problem and identify it, then you are at least starting
off somewhere. Example no. 5 is one area connected to no. 9. So, if you steel yourself
and learn to say `no', you will learn to handle visitors also.

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Be polite but firm. If poor planning is your problem and you learn to get better at it, you
will find that crises will almost disappear! It will also<243>curtail your problem in no. 4
i.e. attempting to do too much!
For students
You cannot say that you are going to study for the next four hours without a break. It is
an impossible task because your concentration will not hold and you will be watching the
clock or dozing off! Give yourself breaks, which are realistic, as well as plan an effective
schedule
Plan a block of time that suits you, say, about 50 minutes? If you feel you will get
restless within 30 minutes, then take a 30- minute block and not 50 minutes. Take a
break of five minutes and come back
Plan a weekly review and an update. Check your progress
Prioritise assignments- begin with the most difficult subject or task
Find a place to study where you are not distracted. At the same time, make sure you do
not day-dream!
For effective class participation
Review studies and readings before class. Make sure you are aware of the previous
day's work and what is going to be done that day. It helps to stay on top of things. It will
help you learn better
Review lecture materiel immediately after class. It has been proved that if you do not
revise within 24 hours of the lecture, you are most likely to forget major portions of it
Time management aids
A "to do" list: Write down things that have to be done. Then start with the things that
need to be done immediately and those that can be done later in the day; there may be
some that can be delegated and others that can be put off for a much later time
Daily and a weekly planner: If you write down your appointments, classes, presentations,
reviews, etc. in a chronological order, you will find that you are better prepared for them.
If you know what lies ahead, you are more ready to receive it
Long-term planner: Plan at least a month in advance. This way, you can plan and use
your free time in a better way. Besides, now that you can make time work for you, you
will find that you can get a lot more done.
SHYMOLA KHANNA

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Games People Play

WHEN you join the corporate world, there will be times when you might feel that you are
a marionette, being manipulated. In all possibility you are. Welcome to the world of the
various games that are played out in corporate offices across the world.
Clever persuasion
Persuasion of all kinds is the main ball game. You could be persuaded to stay back and
complete your superior's work. Then again you could be `convinced' that it would be
good for your career to work eighteen hours everyday. You could also be gently
persuaded to sign the voucher copy, which should actually be signed by the senior.
If you need the job desperately, you might go along with it. But if you do not, and you
would like to hold on to your moral values, then you might take a stand and be firm.
Many a time, the greenhorns in the corporate world get swayed by the seniors and
cannot speak their minds for fear of losing the newly acquired job. But not everyone in
the hierarchy is nasty and manipulative. There are good people everywhere and it is up
to you to find the right person to trust and spill the beans!
Office politics
There are those who are in the good books of the management and then there are those
yearning to get there. Finally, there are those who don't care a fig about the books or
otherwise they just do their job and stay out of all the muck that flies around in the
office.
You have to maintain a cool demeanour. Do your work to the best of your ability and,
under no circumstances allow yourself to express a statement against anyone takes a
lot of tact and oodles of diplomacy to stay away from that `guileless creature' who will
con you into expressing your views on a contentious issue and before you know it, the
whole office will be raring to get at your throat!
The mechanisms in place
Most corporate offices have a good HR team in place, which helps maintain sanity and
balance. One can seek their help.
Generally the teams are headed by compassionate but level- headed people who are
very good at separating the chaff from the grain.
Once you have spoken to such a person, you feel relaxed and would be able to get back
to work with equanimity.

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This kind of a set up protects the interests of the company as well as those of the
employees. If there is no one you can talk to, you get so upset that you might want to
leave.
This would be a loss to the company, as it would not want to lose you, especially after it
has spent a small fortune on your training.
If your company does not have such a person in the HR, then maybe you could talk to a
compassionate senior who may be able to help you with your problem.
One thing is true. The games will carry on in their quiet subtle way.
It is you who has to spruce up and learn the ropes so that you do not get to be the
`dummy' or the `fall guy'!
SHYAMOLA KHANNA

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Get to the gemba, now!

THE AGE of the armchair manager is over. People are realising that merely having an
impressive title along with a swanky office does not augur well for business. They also
know that directing and delegating without personal involvement can sound the death
knell of any organisation. Tom Peters has talked about managing by wandering about
and keeping one's ear to the ground. Yes indeed, but the manager who goes straight to
the scene of action (the gemba), can avert many a catastrophe and solve a problem
sooner than interminable meetings and presentations and brainstorming can ever hope
to do. One such hands on manager observed during his rounds that a worker stopped 6
times during a task cycle to use a tape to measure and cut cable. The worker was
inconvenienced; but more importantly, time was being wasted. Recognising the need,
the astute manager suggested that a standard cable length be attached to the
workbench. The operator now only needed to lay the cable along the marks and cut to
the desired length. Three whole minutes of cycle time was saved. By actually visiting the
scene of action and making his own observations, the manager could improve efficiency
that involved hardly any cost.
The Japanese were quick to spot the importance of gemba in their quest for kaizan, or
continuous improvement. The gemba need not necessarily be the shop floor; it could be
any workplace where there is action. The manager who is known to regularly visit his
team's cubicles or work stations will very naturally keep his team members on their toes.
One would never know when the boss, with his all-pervading eye, would drop in for a
friendly look- see! The workplace would be immaculately kept. In fact, the resultant
aesthetic appeal would also reduce the chances of things going astray. There is this
rather amusing story about a high -powered Japanese team that came to inspect the
gemba of a well-known MNC. Everything was in apple pie order, clutter was moved out
of the way and everything fairly gleamed with some extra spit and polish. The head of
the team, a grim unsmiling Japanese, who spoke not a word of English, seemed
unimpressed by the general air of cleanliness and marched ahead, his eagle eye
sweeping this way and that. Every now and then, he would dart off to the side or peer
under the benches, much to the astonishment of the hosts. Then, suddenly there was a
blood- curdling yell of triumph; the little man had hopped onto a stool nearby and looked
up at a shelf upon which rested a carton filled with old broken soda bottles! He picked up
the carton and broke into a flood of Japanese, all the while grinning from ear to ear. This
transformation was startling. The interpreter explained to the perplexed onlookers that

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the head said this happened every time everywhere with unfailing regularity. People
wrongly assume that others look only at eye level and ignore other places. Needless to
say the hosts were absolutely mortified!
Mastering the art
Toyota promotes and expects creative thinking and innovation, but emphasises that it
should be grounded in the actual situation. It is not just visiting the gemba and seeing; it
is about analysing and answering the many questions that arise. This in turn gives rise to
discussion and valuable feedback.
Yuji Yokoya of Toyota was entrusted with the job of redesigning the 2004 model of the
Sienna, the primary markets being the U.S and Canada. The Chief Engineer had never
developed a vehicle for North America before and felt he did not understand the North
American market well. He requested and was granted time off to drive to all the states
and provinces and understand the needs of the people. Yokoya noted the American
custom of eating in vehicles rather than taking the time to pull over and stop. In Japan it
is very uncommon to eat in the car partly because the roads are narrow and one needs
to focus constantly to avoid any mishap. Hence, breaks in Japan were necessary so that
people would stop and eat. American highways, on the other hand are luxurious and
there is relaxed driving, using cruise control. Yokoya then designed a flip- up tray
accessible from the driver's seat. He made many other changes that would be
incomprehensible to his countrymen because their needs are different. By visiting the
gemba, he could see for himself and improvise the car model accordingly.
Learn to do it
Incorporate gemba in your everyday life. If you are organising your company's official
dinner at say a restaurant, visit the place in advance, ask questions, be observant and
perhaps even eat there. You will then know what to expect and more importantly will
have learnt first hand what you otherwise would never have known. A wise manager will
visit the scene of action, see things for himself, note the way things are done and then
set about making changes for the betterment of both himself and his company.
JAYANTHI MURTHY
Tame the team bullies!
IT TAKES all sorts of people to make up this world; and obviously your team too - the
talented, the not so talented, introverts, extroverts and the bullies! Yes. The bossy, knowall types who want to push every other member in the team into their shadow. Such

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people need to be handled firmly, and at the earliest. Before they either demoralise or
stress out the rest of the members.
Today's work environments are extremely team- focused. Organisations are aware of the
benefits of inputs from a variety of people. More teamwork translates into increased
interaction with diverse personalities. A team thrives on the variety of such a scenario.
And this is exactly what the team bullies destroy.
Bullies intimidate, interrupt and interrogate other team members, causing havoc at work
place. With their bossy attitude and rude behaviour, bullies vitiate the work environment.
Often, the climate created by a bully prevents other team members from contributing to
group discussions or suggesting new perspectives. What's more, they can also spoil the
health of their targets!
So, be warned, all you team leaders! Reining in bullies is very important!
A bully in a team can poison the attitude of other members, hampering productivity in the
process.
The ability to work with other people is critical in today's workplace. In fact, the most
critical characteristic in determining employee success within an organisation is the
ability to work effectively within and across teams.
So, how do you deal with a bully? You should not let them upset the apple cart; at the
same time rein them in gently without ruffling their feathers. Tread carefully, because
while you do not want a bully, you also do not want a grouchy member with a persecuted
complex!
Here are some tips:
Ask Questions - Ask the bully questions for clarification instead of making accusations,
which could directly provoke a disagreement. Questioning allows you to steer a
conversation without making him feel awkward
Tone Is Half the Message - Consider not only what you say, but also how you say it.
Addressing the team bully's behaviour sure requires delivering a message, although
carefully. Though the difference is subtle, tone and word-emphasis contribute to how
others interpret and respond to what you're saying
Be Calm, Cool and Collected - If you approach the team bully when you're charged from
a previous run-in with him, it's likely you'll be easily agitated, which could result in
another conflict. Wait a little while before dealing with the bully. You'll come back to the
table more clear and calm, ready to solve the real issues effectively

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Select the Appropriate Medium - If you need to address the team bully's meeting-room
manners, do so in an appropriate mode of communication and setting. Face-to-face
interaction is best. Remember, communication is 90% visual, with more than half of a
conversation's meaning stemming from body language. Using the telephone, written
notes or e-mail can work against you in several ways
Stay Fact-Focused - Use as many facts as possible when working with the bully. Stick to
dates, data, customers and documents to avoid sidetracking to personal differences. By
staying fact-focused, you can avert intangibles such as opinions and feelings
Consider a Mediator - If attempts at diffusing conflict with the team bully fail, you could
seek the help of a mediator. Conflict management with a third party allows for a neutral
source to communicate the issues clearly without bias
Finally, remember that you only have control over your own actions and not over the
bully's. Keep this in mind when dealing with conflict. By following these suggestions,
you'll demonstrate leadership, maturity and most importantly will be using your energy
towards finding a solution that will move your group forward.
MALLIKA JAYASHEELA
Asking the right questions
HAMLET'S question was," To be or not to be." He probably never got an answer
because it wasn't the right question to ask in the first place! Asking questions is the best
way to get an answer but rarely does anybody go about asking them. There is the
probably apocryphal story of William Randolph Hearst, the publishing magnate, sending
a telegram to a leading astronomer asking, "Is there life on Mars? Please cable 1000
words." The astronomer's reply was "Nobody knows" - repeated 500 times!
The right kind of question always gets the right kind of response.
The power of questioning: The art lies in knowing the right question to ask, at the right
time and in a right way. Don't ask questions to look smart or to impress. Questions are
asked to understand what is partially comprehensible or totally incomprehensible. Don't
ask for a yes or no unless you want that kind of reply. Closed ended questions never
give you the details. Use open questions that encourage discussion and give you more
insights upon which to build. Use your questions to build rapport with others and to gain
trust. Try and follow-up with queries to get more information and insight into a person.
Asking effective questions is part of being an effective communicator.
Dump the Whys: One of the most important things to remember about effective
questioning is to avoid being judgmental. `Why' questions are considered rude and

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intrusive. Why isn't the work done? Why haven't I been informed? These questions
shaded with condescension and will only elicit defensive replies. They need to be
rephrased to `What' questions. The aim of questioning is not to order and correct but to
understand and improve. Begin questions with Who, What, When, How Much and How
many.
When you ask a question remember to:
Look and Listen - If you observe and listen, you will know what to ask and when
Write it out - Jot down the question so that it is a properly worded
Be Polite - Use "Please" and "Thank you for your attention". Show appreciation to
people.
Aim for clarity -If you ask a clear question you will get a clear reply
Kiss it - well, not really, but `Keep it Short and Simple'! Don't be afraid of being wrong or
looking foolish.
Successful people are successful because they have asked the right questions and got
the right answers. Ask the right questions - it's an art you should learn.
SUJATA PATNAIK
... the Devil and the Deep Blue Sea
MANAGERS spend most of their time making decisions. Decision makers often go by
precedents or rely on their own experience, knowledge and intuition to make decisions.
But there are times when the decision maker is unsure about the right decision. He may
be hampered by time, lack of information, intimidated by the risks involved, and
numerous other hurdles. Here are a few adaptive techniques that you could use for
arriving at a decision, when you are not quite sure of making the right choice.
Address issues, not people
Define the problem/ situation and try to resolve the issue and not the blame. Don't let a
situation spin out of control by overreacting. If the problem seems overwhelming, break it
down into smaller and more manageable units so that you have several smaller related
problems. Solve one problem at a time. Then another. Then the next. When the pieces
fall into place, the bigger picture gets clearer.
Incremental decisionsBefore making an upfront commitment to an irreversible
decision, try other smaller options available that would nevertheless add up and help you
achieve your final objective. If, for example, you intend setting up an office in a new
area, try to get a lease or a rented property, instead of going for an outright purchase. If

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the property is suitable, you could always extend your lease or buy it out. If not, you will
have saved yourself from making a wrong decision.
Management by experimentation and exploration
Weigh all options available. Use information available to generate a solution, through
tentative but precise exploration. Don't jump to conclusions. Learn to strategise and
prioritise decisions. Concentrate on critical issues. .
Hedging
Avoid making `do or die' decisions that leave you with no way out, unless you are totally
convinced and committed. Spread your risks and leave your options open. For example,
instead of channelling all your resources in one risky venture, spread the risk by
offsetting the risky venture with safer, more conservative ones that could help you
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Intuition
Avoid making decisions purely based on your intuition and gut feelings. Use logic and
common sense first; then trust your gut feeling. That should help you make the right
choice.
Go Slow
Don't hurry when it is not needed. Sometimes, time is the best doctor - problems and
situations resolve themselves without any outside interference. In such cases, it is best
to wait and watch.
Uncover hidden options
Enduring decisions are made only if there are options to choose from. Forced choices do
not leave much scope for decision-making. However, concentrate on uncovering hidden
opportunities and advantages, even if you are left with no other options.
Sitting on the fence and avoiding making decisions to escape the unpleasant aspects of
risk, fear and anxiety is no way to get out of a sticky situation. Trust yourself, your
values, your experience and your heart; go ahead with confidence and courage.
BINDU SRIDHAR
Change management and you
``TO IMPROVE is to change, to be perfect is to change often"-Winston Churchill
Nothing can better emphasise the need for change. Every organisation needs to change
with time; failing which, it stands the risk of being pushed into oblivion and being labeled
as obsolete by the more enterprising competitors in the market. Change you must, at the
needed intervals. Change could be effected in the overall policy and procedure, in the
infrastructure, in the structuring of staff, etc. Whatever the parameter being touched, you
will surely face a challenge while implementing the said change - Resistance to the
change! Yes! You will encounter stiff resistance to change. It may be due to the
apprehension of the unknown, or could just be an internal inertia. To implement
successful change, as a manager, you need an overall leadership force that is greater
than the combined force of resistance. You need to use your leadership skills to address
the resistance.
To begin with, let's study why people resist change:
1. Lack of communication
Change often does not take off because the people, who are to carry it out, do not know
what they are supposed to do. The manager has not communicated well the detailed

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aspects of the change. People may only understand the change in broad terms and not
in practical terms. They may not see what they should do differently.
2. Procedure
Change may fall through because the staff does not know how it should go about it.
They may lack the knowledge, skills and experience to implement the proposed change.
Often, leaders may not be able to perceive the shortcomings in this area because the
staff does not feel comfortable disclosing its lack of knowledge or skills. Thus, it may go
about change in the wrong way, as it does not possess the right skills or knowledge.
With dismal results from the initial implementation of change, they may get frustrated
and decide to go back to what they had been doing.
3. Goal oriented
Another reason why the staff may resist change is that they do not know why they
should undertake a specific change.They may not be convinced about the purpose of
the change or they may not see the benefits of the change. Hence, they would not
commit themselves to the change and cooperate to ensure its success.
4. Involvement of parties Resistance may also arise if people are not clear about who
are specifically involved in the change. Too many parties involved in the change without
a clear definition of their roles will bring confusion and frustration. It leads to conflicts and
affects the results of change programmes.
5. Proper support Commitment to change from the top is critical. Many well-planned
change programmes have failed because leaders who plan the change do not follow up
with the necessary support. Support in terms of resources, know how, moral support and
motivation is needed to ensure smooth implementation of change. Often, you encounter
teething problems along the way and thus continuous support is needed to ensure that
the change stays on track.
6. Lack of courage
Change programmes often fail not because of lack of skills but because of absence of
courage to implement the change. Managers do not create a safe environment for
people to experiment or try new things. People feel that it is risky to undertake any
change.
7. Poor motivation
This is a powerful resistance to change. There are more change programmes that failed
due to lack of motivation rather than the lack of know-how. A clear and outright
declaration on how people are going to be rewarded if they achieve successful results

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from change would go a long way. An environment that penalises mistakes and not
reward change will have everyone preferring the status quo.
To counter all these factors and implement the change successfully, as a manager you
need to create a compelling vision to inspire people to change; a vision that is inspiring
and dynamic. The vision should incite a sense of challenge and a deep sense of pride
for people to achieve it. It should create possibilities for a dynamic future where
everyone has a stake. It should provide a clear picture of what the future will be like once
this vision is achieved.
Leaders should communicate the vision of the change and its implications on day-to-day
work of those involved.
MALLIKA JAYA SHEELA
Bull's-Eye- Staying in Focus
``I SIMPLY can't concentrate, not with so many distractions around'. This is one of the
common complaints you hear in office corridors. Concentration is the ability to direct
one's thinking in whatever direction one intends. Many of us concentrate for hours
together when we are engrossed with our favourite tasks. Yet at other times, we find our
thoughts scattered and wavering, unable to concentrate on the job at hand. It is at times
like these that you need to summon your will power and practice mental self-regulation
techniques to focus on what you are at. Concentration is more skill than ability and
hence, like all other skills, requires constant and persistent practice. Here are a few tips
that help you along the way.
The `Stop. Come Back!' technique
This technique is simple and most effective. When your mind starts to waver from the
task on hand, say to yourself `Stop. Come Back!' Refocus your attention on the task.
Keep your attention there for as long as possible. When it wanders again, reissue the
warning. `Stop. Come Back!' You may notice that your mind often wanders (as often as
several times a minute, at times). Each time just say `Stop. Come Back!'
You might have to do this hundreds of times on a daily basis, if you're normal and more
perhaps if you are one of those who get easily distracted. But keep at it. You will find that
you are able to keep your thoughts from straying for a progressively increased period of
time.
Invisible Blanket technique
Learn to ignore distractions. When a door slams, or the telephone rings, do not allow
yourself to react. Imagine there exists an invisible blanket that insulates you from the

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rest of the world. Keep your concentration on what's in front of you. If your thoughts get
distracted momentarily, use the `Stop. Come Back!' technique to get back to work.
Worry time for worry warts...
Set aside a specific time each day to think about the things that keep entering your mind
and interfering with your concentration.
When the mind starts to get side-tracked by worrisome thoughts, remind yourself there is
time set apart for all the worrying you need to do. Let go for the present, and focus on
your immediate activity.
Early bird, or a night owl!
All of us have different energy levels. Some of us are early birds, at our best and
brightest in the mornings, others are night owls who find their energy levels picking up
late at night. Yet others are sharpest in the afternoon. Chart your energy levels.
When you are on to a task that requires your total concentration, choose to work on it
when your energy level is at the highest (You can relax when your energy level hits the
rock bottom, by doing the least taxing or the most enjoyable of your tasks).
Light and other factors...
Make sure that you have adequate light. Opt for comfortable but not luxurious furniture.
Sit up straight to aid concentration rather than in a sprawled out position. Clear your
desk of all clutter except those relating to the job at hand. Also put the `To-do' list out of
sight.
You don't want to worry about the next task till you are finished with this one, do you?
Take your phone off the hook or request someone else to hold fort till you are through.
Research on Music aiding concentration is inconclusive. If you prefer to have music on,
make sure it is not one with a hummable tune and a definite beat. If so, you might soon
find yourself distracted. Opt for something a little less catchy and more monotonous. You
could try a little white noise perhaps - noise that masks the little environmental sounds
that could prove distracting. You could switch on the fan or turn on the radio to a band
where only static is heard.
Shift positions often. Concentration-spans range from 35 minutes or longer to 90
minutes. Take short breaks at the end of an hour or whenever you reach the limit of your
concentration span. When you take a break, oxygenate (get more oxygen to your brain)!
Get up and walk around the room for a couple of minutes. When you sit for long periods,
blood tends to pool in your lower body and legs.

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When you walk, blood gets to flow more evenly throughout the body, carrying more
oxygen to the brain and in turn making you more alert.
Give yourself a reward when you've completed a task. The task might be small, such as
staying with a difficult assignment until you've finished. An appropriate reward might be a
walk down the corridor, a glass of water, or reading the day's cartoon in the newspaper.
Keep practicing and soon you could find your concentration skills vastly improved.
Improved concentration will pump up your self-discipline and will power and in turn you
will be delighted to find yourself accomplishing much more in the same period of time.
BINDU SRIDHAR
Build a winning team
BUILDING a winning team is the challenge that successful professionals face over and
over again in their careers. How well they meet this challenge decides whether they
move into the upper echelons of management or get mired in the morass below. It is this
ability to build a winning team from scratch that separates management material from
the rank and file. It requires the culmination of all managerial talents -- analysis;
identification, tapping and recognition of talent; focus in the right direction; and use of
resources to their maximum potential. No easy job, that! Fortunately, it isn't a skill that
we possess naturally, but one that can be learned. What then are the prerogatives that
must be kept in mind when you build a team for any particular project?
Lay down an unambiguous goal
A common goal binds together an eclectic group of people. So, the foremost ingredient
for building a team is to have a clear and compelling goal for it to execute. A compelling
goal is one that everyone on the team would agree it is worth attaining. Ideally the goal
should be one that can be reached with consistent effort and enthusiasm. When it
comes to articulating the team's goal, clarity and simplicity are of prime importance.
Fancy phrases and slogans won't save a goal that is not compelling or unclear.
An efficient team is small and flat!
Efficient teams are always small. That's because a small team achieves a given goal
with the least proportion of effort for coordinating its individual members. The importance
of keeping the team small thus cannot be overstated. Another key element of efficiency
is keeping the team as flat as possible. In a flat-structured team, members have direct
access to one another, including the leader. The structure generally allows the leader -often the most productive and knowledgeable team member -- to devote more time for
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Flexible Resposibilities
A common mistake in team building is to have rigid areas of responsibility. Even
experienced team builders can't anticipate how each member will settle into new
responsibilities. A team leader must make adjustments to optimise the evolving
capabilities of the team members.
A team is as strong as its weakest member!
Turnover of even the most junior member severely hampers a team's effectiveness.
The leader should make sure members of the team, however routine or less important
their tasks, are well trained and well equipped. Lest their inefficiency turn out to be a
spoke in the wheel of your team's progress.
Substitutes
When a team member leaves, the routines of other members get disrupted, as they
would be forced to chip in to carry out the job of that member. Further, orientation of
each new member results in lost productivity and efficiency, as team members have to
take time out to train the member.
Feeling of oneness
A successful team leader is one who instills a strong sense of commitment and loyalty
akin to that of a closely-knit family. Each member of the team must be made to feel that
his/her success depends on the team's success. All available means must be used to
reinforce this message. One important way is to tie a big portion of each team member's
compensation to the team's success.
Finally, it is essential that the leader must be readily available to offer his advice and
appreciation, keep track of the team's progress. It will pay to arrange for weekly get
togethers where they could exchange work- related developments and also bond on a
personal level. It will go a long way in building a team that works and wins together.
MALLIKA JAYASHEELA
Feeling alive?
MRS LALITHA Menon was thrilled. After years of domesticity and bringing up three
children finally she had the courage to dust the cobwebs off her college certificates.
She was ready to venture into the big bad world and make use of her education at last,
make an identity for herself apart from the tag allocated to her.
A few pointers she picked up on the way-It's never too late to start your career. Ignore the Generation X ! Let them not undermine
your confidence.

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With enthusiasm and passion, you can never be too old for anything. Just work on your
confidence, brush up your skills, format your resume and choose the best offer you get.
Don't let your lack of experience pose a problem. If you have the aptitude and the
willingness to learn... that's one problem less. The job market has varied options to
choose from-- front desk jobs, telephone operators, part time teaching, writing, call
centres, (presently they are very hot favourites) counselling, medical transcription, soft
skills training. You can put your social skills to the best possible use.
Of course, it will always help to do a crash course in the subject before you embark on
this new voyage. It will help you dust the cobwebs and prepare you for the real world.
If you are net savvy, that's a big plus in your favour. You can brush up your skills at a
computer institute and make your options wider.
For the creative ones, there is no dearth of opportunities.
With the boom in web writing creative and technical writers are much in demand. You
can also get into freelance writing.
For the homemakers, a knack with the needle or crafts is a blessing. You can open a
small boutique or render your services to one.
Those with an eye for detail and colour can venture into flower arrangement, interior
decoration, baking, candle making, pottery and fabric painting.
These are the latest craze in the market and offer satisfactory monetary rewards too.
If you are comfortable with children you can always offer your help at a day care centre.
Tuitions are not a bad idea either.
Life can begin at forty-five too.
SHALINI KABRA
FIGHTING FATIGUE AT WORK
YOUR table is piled with files to be tackled, pin-ups are over flowing with appointments
to be kept up, chores abound all around you... But hey! Where is your energy gone?
Why are you shelving your work, doing trivial things in the interim, like a couple of phone
calls while dodging work, telling yourself all the while, "I will just do it---o.k., just a little
time more and I'll do it." Does the very thought of work fill you with lethargy? Welcome to
the bandwagon of what business schools today call "WAS" -- Work Avoidance
Syndrome. It simply means fatigue -- a condition that affects everybody from time to
time, no matter what the job or position. It results from a consistent drain on your mental
and emotional batteries, caused either by a physical condition or by your improperly
paced work schedule for accomplishing all the tasks for which you are responsible.

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And, like a run-down car battery, your mental battery can easily be recharged -- often
without even leaving your desk or workplace. If you suffer from chronic and inexplicable
WAS and fatigue, see your doctor to discount any physical causes.
Assuming there's no physical basis, try the following methods for overcoming fatigue at
your work.
Get organised
A major cause of fatigue is mental disorganisation caused by disarray, not knowing
where to start wading through the work pile.
Combat this by making a list of all the tasks or projects on hand. Segregate the work into
piles, according to project. Give each a priority order number. Keep only the four most
important on your desk. Put the others in a drawer or filing cabinet. Just by being
temporarily out of sight they will be out of mind, releasing the stress of worrying about
them while you concentrate on the tasks at hand. Sing to yourself "one task at a time,
sweet god!"
As you complete each task, take the next one out of the drawer and add it to the
workload on your desk. While you are at it, remember not to have too less on your desk
either, lest you feel complacent, even though you may have many more jobs waiting in
the drawer.
At the same time do not tackle too many tasks in one go; you will only feel dejected at
the end of the day. Set yourself realistic goals.
Challenge Yourself!
Some times, fatigue is caused by boredom and routine. Turn your routine work into a
series of "beat the clock" games, challenge yourself to see if you can complete a given
job in a certain amount of time. By overcoming the boredom of routine work, you reenergise yourself.
And when you do it, give yourself a small treat. Again, be realistic. Whatever time you
set for a job, double it to accommodate inevitable interruptions. S
econdly, when you accomplish a task earlier than the time allotted, don't waste the time
thus saved. Immediately begin start another task.
Don't overwork
No matter how heavy your workload, it's a bad idea to "over work". Especially, don't work
through lunch, nibbling on a sandwich with a cup of tea at your desk. Most office fatigue
is caused by repetition. The sheer sameness of moving from one task to another -however different each may be -- will discharge your batteries. Without that long break in

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the middle of the working day you will find the afternoon dragging and will be more prone
to fatigue. Even if you take your lunch with you, don't eat it at your desk. Get out of the
office into different surroundings. The variety will spice you up for the rest of the day!
Work out sessions at work place
Efficiency experts recommend exercising for at least three minutes every two hours to
fight fatigue by restoring muscle tone and circulation that may have slowed because of
sitting in the same place.
Nothing elaborate, just try to leave your desk, even if it's only to go to the coffee or soft
drink machine.
Talk to your subordinates, walk around showing interest in what they are doing. If you
are really pressed for time and can't get away from your desk, use isometric exercises,
which pit one muscle against another, and simple muscle-flexing routines without even
getting out of your chair.
Get work efficiency assessments done
If you think you could be working more efficiently than you actually are, or if you are
troubled by chronic and inexplicable fatigue, which is affecting your decisions, ask your
organisation for a free and confidential work efficiency assessment in your office at your
convenience.
It is not the problem that weighs you down, but the way you carry it!
So remember, it is all in the mind. Shake out those cobwebs, tackle your work day to
day, and see the zing come right back into your job!
MALLIKA JAYASHEELA
Negative impact
``HAVEN't you learnt anything in the 3 years that you have spent here?' An observation
like this from a superior can wound your spirit and kill all enthusiasm for work. Despite
the fact that there could be some justification to your boss's statement, there are other,
better ways of imparting negative opinion. You don't have to make the employee feel like
an idiot child unfit to work at your oh-so-esteemed organisation! Giving negative
feedback is much harder than giving a pat on the back. If you have to give any negative
feedback do not be careless and uncaring.
A few guidelines on how to handle it with grace:
Never give negative feedback in public. Praise in public but always criticise in private. An
adage that all good leaders know and only the incompetent forget. Pick time and place
carefully.

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Find out what happened in the present instance; don't rake up what the person did years
ago and hold it against him. Be timely. Be fair.
Do not overreact when things do not go as per plan and lash out at the person
responsible. Keep a cool head, try to analyse what went wrong and where and then
have a talk with the errant person. By this time you will have rid yourself of the irrational
anger and will be able to deal with the problem without undue emotion. Any criticism you
make is more likely to be constructive.
Talk when you are calm and objective. Don't `reject' the person and avoid saying things
like, " You can never get anything right, can you?" This will just deflate the offender.
Address the issue, don't attack the person.
Don't overwhelm the person with too much feedback - negative or otherwise. Stick to the
facts and to one issue at a time. Be specific. Do not try to play the analyst.
Most importantly do not have any preconceived notions about the offender. If you do that
you would have already hung him before the hearing. Listen to him first before passing
any judgment. If you want to be known as a fair and reasonable manager then do not
entertain any preconceived notions. Patience and rationale are what are required and
expected of good managers. Make the other person understand why you feel so let
down and disappointed in him.
Never threaten or use force. If you feel that the person needs discipline, then take
appropriate disciplinary action promptly. You may have been in a similar position too,
sometime in life. Bring your learning in when you have to deal with a situation like this.
Giving negative feedback (and receiving it) is all part pf the learning process. You may
be the top manager in the organisation but remember that managing people well is the
toughest job.
PADMA

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Hell-office!!
THERE must often have been times when you wished you were anywhere but the office!
And to think that it is the place you have been dying to work at.
One month on the job and you realise that you have made a ghastly error in judgment.
Your new place of work is hell revisited (little exaggerated of course!). Too bad that you
cannot go back in time and exchange it for something else, or take up the offer which
you spurned in favour of the present one.
Wish you could exchange jobs like clothes, for instance? When you had quit your earlier
job for the extra money, for the new position you had been promised, never would you
have thought that money and position are poor comfort when your skills are questioned
constantly.
What does/can one do in a Catch-22 situation like this?
The best defence in a situation like this is a good, solid offence. You don't have to sit and
stare at your computer all day long in mind-numbing ennui.
Don't wonder `why am I still here'; think instead, how you can get out of this mess
without botching your prospects any further.
Cut your losses and leave immediately. Recruitment experts say that this is the best
thing that you can do if you have a good, stable employment background.
Staying put in such a situation would be a total waste of your time and skills. However if
possible, talk to your boss or supervisor about your dissatisfaction. You may perhaps be
able to figure out what exactly `did not fit'.
Was your preparation inadequate? You need to establish your ideal wants and needs
and see whether the offer that you want to consider meets all your parameters.
A few factors that you should consider beforehand: your boss, your work and satisfaction
levels, job security, salary and perks.
One of the prime reasons why people often quit is because of a poor supervisor.
Make sure that doesn't happen to you by meeting and talking to the person who will be
your boss.
That `s not to say that you will have a perfect relationship later on, but it might help to
know the kind of person you will be dealing with.
Make sure the company is financially secure. You wouldn't want to be out of a job again.
Do you think you will be able to handle the workload?
This is another area where people often get misled.
Make sure that you are challenged, not overwhelmed.

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Negotiate your salary but leave yourself room to give a little so that you can take more.
If you have made a mistake accept it before it is too late.
It is a tough thing to do but isn't it better to move on than stay where you are and blame
yourself everyday?
PADMA
Layering Layoffs
ECONOMIC recession, layoffs and cost cutting are the order of the day. Consequently
employee morale is low, productivity has gone downhill and insecurity reigns supreme.
Dire straits indeed! The remedy lies in effective leadership skills of managers and CEOs,
who alone can tide over the situation.
Capable leaders can boost employee morale and lead them through turbulent times.
Unravelling the mystery
Employees find it extremely difficult to comprehend layoffs. "Who next?" is a tough
question to live with everyday.
Open communication helps reassure your employees. When you are done with layoffs,
explain to your employees your current financial situation. Let them read the books, the
graphs and the profit margins. Remember though, to keep the relevant information
simple and comprehensible. No ambiguity, please! Employees understand the number
game well and they will come to terms with the situation. They are bound to realise that
layoffs were the last resort.
Once that's clear, there is nothing to stop the employees from getting back to work.
Good for you and the organisation!
Get to the point
When it is a downhill ride for your organisation, it's important to give your employees
facts. False promises or glossing over the situation are impractical when drastic
measures ought to be implemented and implemented quickly.
Prepare your employees for the changing times. Give them a clear idea of the difficulties
you expect. Telling them the truth helps win their confidence and sets them at ease.
When they realise that their leaders have kept them in the information loop, it will put an
end to many a wild speculation. Also it will give the employees an opportunity to fend for
themselves. This will build a strong employee- employer relationship and avert possible
conflict.
Drastic changes-- positive results

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Having executed drastic changes with a claim that it will bring profits to your
organisation, you ought to keep your promises too. Keep your employees aware of every
small step that the organisation makes on its road to recovery. A new client, a deadline
met well before target or a project accomplished - share it all with your employees. You
can post a newsletter, call for a meeting, or perhaps even throw a small surprise party.
These activities keep the employees involved and create a feeling of belonging.
Moreover, they keep employee morale high.

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Crossover
The responsibility of leading a team or the organisation during the tough times is not an
easy task. But it can become simpler, if you "get connected" to your employees. It is
easy to win employees' trust and motivate them when you are open to a one-on-one
interaction.
This is also a perfect opportunity to assure your employees that you are with them in
troubled times. A perfect recipe for true leadership!
SHALINI KABRA
Don't drop dead at deadlines
WHEN a project extends beyond its deadline, as a good manager you will have to
identify the reasons for the setback.
Making superficial changes without identifying the root cause can result in a
reoccurrence of the problem.
Once the cause for the delay is determined, you need to make the necessary
amendments to get the project back on track.
Your foremost responsibility is to take some balanced decisions keeping the fiscal
condition of the project in mind. Sometimes things may get so out of hand that you may
not have any solutions to offer.
Way out
If you are at the closing stages of the project and your team just needs that last bit of
prodding to get things done on schedule, then one rational way out is to work overtime.
This could become an expensive affair otherwise, but for the time being, it will get your
work done in time to meet the deadline.
Right at the outset, a manager has to chalk out the fundamental activities that will
contribute to the success of a project. The main aim should be to complete the project
successfully within the stipulated time.
When the absolute requirements are not met, the project time slips away.
Once the loophole is identified then you can make changes in the work schedule and
arrange it according to priorities.
You as a manager should be able to identify mismatched resources within the project.
One team worker might be able to perform better doing something that someone else
can't. You could switch them around for better and faster results.
Sometimes it is difficult to work on a project stepwise as the prearranged activities may
result in a delay.

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Instead project activities can be planned and undertaken simultaneously.

You and your teammates should go over the list of activities and figure out the
insignificant, time-consuming ones and delete them.
Winding up
The most crucial fact is to identify the activities that are of primary importance. Then you
could either crunch them or work on them to save time. Sometimes delay in the
scheduled activities may not be the reason for the delay in the project.
The manager then has to look for external forces, which may have delayed the project.
Minor reasons may not be a cause for alarm but over a period of time they could result in
a dangerous treading over of deadlines.
MARIA JAMES
I'm the Best?
PERFECTIONIST does not just aim at getting something done; their goal is to do a
perfect job. Though they fear disapproval, rejection and criticism, what bothers them
most is a shabbily handled job. A perfectionist is often rigid, dominant and fusses over
every minor detail. At some point of time many of us tend to have this attitude.
Being a perfectionist can be tough and sometimes not all that rewarding as several
negative attitudes are associated with it. For instance:
Perfectionists equate goal achievement failure with lack of personal worth.
Mistakes are viewed as failures. They do not often learn from their mistakes and miss
opportunities to grow.
If others notice their flaws, a sense of being unworthy creeps in. They cannot handle
disapproval and are filled with thoughts of resentment and failure
Perfectionists have difficulty viewing situations in their proper perspective.
Perfectionists are often structured by an endless list of "shoulds" that serve as rigid rules
for how their lives must be led. With such overemphasis they rarely take into account
their own wants and desires.
Perfectionists tend to perceive others as achieving success with a minimum of effort, few
errors, little emotional stress, and maximum self-confidence. At the same time, they view
their own efforts as unending and forever inadequate.
It is not so surprising that many perfectionists tend to suffer from an inferiority complex,
thanks to their self - critical attitude. Given such fears, they react defensively to criticism
and in doing so frustrate and alienate others. Without realising it, perfectionists may also
apply their unrealistically high standards to others, becoming critical and demanding.

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We shall overcome ... by

Setting realistic and attainable goals based on your own wants and needs. This will
enable you to have greater self-esteem
Experimenting standards for success. This will help you realise that the world does not
end when you are not perfect
Evaluating success not only in terms of what is accomplished but also in terms of how
much you enjoyed the task. Recognising that there can be value in the process of
pursuing a goal.
Learning to distinguish between important and not- so- important tasks. With the latter
you can choose to put in less effort.
This will help you not only achieve more, but make you feel better about yourself in the
process
Perfection is an abstract concept. The process should get the best out of you while
making you feel better about yourself. Like Jonathan Livingston Seagull, it is all in our
perception.
SRIVIDYA
Resolving resolutions
IF YOU have already made resolutions for the year, you must be wondering if it's been
worth the effort. And if you haven't, you might be considering if it isn't too late to make
them. Most of us like to make resolutions and break them too with equal alacrity! So,
why make them at all? Perhaps, because making resolutions gives one a sense, albeit
minor, of achievement, direction and purpose.
A pragmatic take at resolutions:
Perhaps, just perhaps...
The resolutions you've made aren't exciting enough. Make resolutions that are
interesting and hold your attention for a long time. For instance, avoid drawing up
impossible resolutions like losing 10 kilos in ten days. Make resolutions that you will not
find it easy to break.
Make resolutions
Only if you feel like it. Putting something down on paper gives you a certain sense of
direction and clarifies things. So write away. Note down things you wish you had done
last year, and why you weren't able to accomplish them. See if you still want to achieve
them this year. Sometimes however it is unproductive to hold on to what you weren't
able to achieve last year. In that case draw up new resolutions.

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Why...
Do people make resolutions? Simply, because everybody believes that resolutions instil
a sense of discipline and
force people to stick to the straight and narrow path! In truth however, resolutions help
you take an objective look at your life. And if you're serious about them, you will willingly
stay committed to them. Hence, if you were the type who thrives on deadlines, then you
would be an ideal person to carve out resolutions by the dozen, and ensure that you live
by them.
Where and when
Make resolutions when you are ready and willing to abide by them. If you are driven by
time frames, then you can time frame your resolutions too. Keep shorter deadlines, they
are more likely to help you accomplish your goals and prove beneficial in the long term.
Whatever, the bottom-line is your resolutions must help you live your life to the fullest!
SAMYUKTA KODA
Priorities - old and new
WHENEVER I have an argument with my parents, it always ends on the same note it did
15 years ago `you don't have your priorities clear '! Even today, they feel that I need to
be told how to get my priorities right.
On my part, I feel people tell me this because their priorities are not mine!
Interestingly, priorities mean different things to different people. Some people call it being
focused, Steven Covey terms it as being principle centered and an ad campaign puts it
as `just do(ing) it.' What all this means is that you should be able to decide what is
important for you and your advantage.
Once you have chosen your point of focus, you need to invest all your time, energy and
money into it. You need to constantly nurture it. You have to make adjustments so that
you can do without things that do not contribute to your list of priorities. If one were to
examine all the options that were available, one may well spend half a lifetime trying to
do so.
But this is how one can wade through choices more deftly:
Establish a filter. It is necessary to realise what do not contribute to your priorities.
Examine your existing priorities. Do you want to change something, add a few new ones
or discard some?
Stop long enough to decide what you don't want to spend time on. When you let go of
your priorities to attend to others' needs, you not only let go of your goals but are also

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responding to others' priorities. This certainly does not mean that you ride roughshod on
people to maintain your own interests, but that there are times when you need to enforce
your priorities.
Schedule your priorities. Write it down if you feel comfortable with that. Sometimes
writing things down, makes for better awareness and increases your chances of
following through. Nevertheless, how far you succeed depends entirely on you!
Set some `gentle guidelines' (rules are too inflexible). Often when life goes awry, the first
things that take a toss are your priorities. Make sure that your guidelines help you make
the right decisions in synchrony with your values and goals.
Having priorities does not mean choosing between family life and work. Successful
people spend their time in a way that takes them nearer to their goals. Try and schedule
your priorities around your time and not the other way around.
Balanced choices. It takes strength and courage to stick to your convictions. Do not let
others make that choice for you.
No matter what your priorities are job stability, financial security or having happy family
relationships, creating and following your goals can make it happen.
As Carl Bard so succinctly put it, "Though no one can go back and make a brand new
start, anyone can start from now and make a brand new ending."
PADMA
`No' problem!
YOUR `can-do' attitude has gotten you where you are today professionally secure and
content. But then, suddenly you find yourself in a spot. You know that saying `yes' can
be disastrous, while saying `no' is unimaginable! Why is it that you have such a hard
time saying no? Believe it or not saying `no' is an effective management tool. For
whatever reason -- moral, financial, and political or for the sake of your own career
advancement -- you must be able to say `no' somewhere to someone. The earlier you
learn it, the better it is for your career and your company. Saying `No' ain't so bad and
doing it right will keep you on a roll!
Employees
A star employee comes up to you with a proposal. While it could be a great one, it might
not be the best option in the prevailing circumstances. So this calls for you to say the
dreaded `no'.. .
Tread gently, but don't back out or buckle under the strain. While turning down his
proposal, make a commitment to him that you will get back to him when the right time

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comes. Also make sure that he understands why you couldn't action his proposal. Leave
no room for misgivings to mar the relationship.
Superiors
As a manager you don't have to always say `yes' to your superiors. Your superior may
appreciate it when you recommend a strategic decision. But you're likely to get his
undivided attention if you don't endorse a decision taken by him. Especially, if it's backed
by relevant facts as to why the decision could backfire. Even the best boss can make a
mistake. So if by saying `no' you bail him out of a sticky situation, you would have
earned your raise.
When things don't work out your gumption in saying `no' will vindicate your stand.
Clients
When you're in business you have to do everything you can to get and keep your clients.
Customers may sometimes put undue pressure on you. Set the ground rules at the
outset and value yourself by placing a premium on your skills. Unless a client is willing to
pay for the extra work or for a project that you're not interested in, you've got to say `no'.
Otherwise, by the time you finish the project, you may end up resenting your client and
your work.
If your decision goes against the collective opinion then call for a meeting of all the
concerned people and explain why, what you are doing is in the best interests of the
company terms of money and resources.
Little to lose, much to gain
Say `no' if it goes against your work ethic and job responsibilities. While this may not be
a pleasant task, it will certainly pay in the long run.
MARIA JAMES
Doing it right!
IT HAS been said and written ad infinitum -- if you want to grow in your career; keep
learning.
So much so that one often wonders if there is or can be an end to all the learning
process!
At the end of it all however the one thought that occurs constantly is, `do I know enough
for me not be to be downsized and/or do I have what it takes to safely bounce back after
getting the pink slip.'
Easier said than done, because when it happens all the tips you've read about dealing
with such a situation fly out of the window.

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However, one can always keep adding to the list of things to do from experience, to
avoid that eventuality.
So here goes-- a few more tips on how not to become `job-solete'.
First and foremost make yourself so indispensable to the company that they will never
let go of you!
Become a valuable `asset which your organisation can bank on and `show off' in the
market.
Think of yourself as an entrepreneur and continue to build and strengthen your interests
so that you will never lose the edge over any competition.
Grab every opportunity to learn new things in areas other than yours.
Your employer may be able to offer you opportunities to learn new skills, so learn while
you earn!
Fill in for a colleague who may be on leave, sign up for seminars and workshops and if
you still have any time left, take some classes (distance education, in the evening) in
your field.
Do not let your education become obsolete.
Being cross-trained will make you that much more valuable.
One phrase not to bandy about is,' It's not my job!" There is much truth to the
(unpalatable) fact that employers value workers who are not bound by the nine-to five
mentality.
There is much that can be said about talking on responsibilities, voluntarily! Other
favours may be forgotten easily but not this! Seize these opportunities!
You may dress casually to work but dress up your attitude.
Don't treat any work casually. Even the most boring and tedious of jobs can be done with
style and panache.
Bring professionalism in your dealings with one and all.
As Laura Berman Fortgang, author of Living Your Best Life, says "To become a valuable
employee, we need to show we are a team player and that we are committed to the
organisation's goals."
Employers think twice before letting go of someone who's been a team player and a
positive influence on others around.
Foster the right bonds. Your job may not last forever but your relationships will endure.
Who knows they may get you the right recommendations and the networking when you
need it in the future.

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So do everything to bond with the boss, so that he misses you when you are not around!
Be a part of the change that is happening.
Willingness to embrace change is not only critical but it will enhance your value as a
valuable employee.
Build your market value step by step so that your career can never derail.
Building a successful career graph doesn't happen by a happy-accident.
Career advancement is the result of careful preparation, advance planning and careful
pruning.
So, do you have a plan in mind?
PADMA
Serving time!
NEW ENTRANTS usually go through the initial grind of a probationary period. This is a
testing period, which helps the management decide whether they should hire you or not!
You are put under the microscope for everything you do or don't accomplish.
It is therefore better to learn as much as possible about the company, and especially,
about your employer's expectations. The initial impression you create lasts a long time.
Surpass the hurdles
Maintain a regular time schedule. A new job often means a new routine and a new route
to work, so allow yourself time to get adjusted.
Know your responsibilities and duties during the period and do complete justice.
Show enthusiasm and cooperation at the workplace to gain the confidence of your
superiors.
If you are a fresher do not be bothered about your lack of experience. This is the time
where you should prove your self to your employer.
Try and face problems with ease. Adapt quickly to the existing conditions of work even
under pressure.
Take things in your stride
Show enthusiasm to learn something new and different.
Do not let any opportunities pass you by! They add value to your work profile.
Take responsibility for tasks you can handle. Active involvement and initiative for any
work that you have interest in and can handle well will always be welcomed.
Working, as a part of team is a valuable asset for any organisation, which every new
recruit has to bear in mind.

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Do not forget good communication skills and interpersonal skills on which HR will
evaluate you. You do not want to be tagged as a difficult co-worker by your colleagues.
Meeting the deadlines and completing assigned tasks before hand will create a positive
impression. Always consult your superiors and peers for inputs and advice when you are
making decisions.
Don't hesitate to ask for help to meet deadlines; don't hope for last minute miracles.
Meeting with supervisors act as an important feedback on your performance. Don't go by
the assumption that `no news is good news.'
When you receive comments for your work do not ignore it. It will probably pave the way
to work better next time.
Don't have the "Mr. Know All" attitude! Learn to observe.
The probationary period can be a tough one but not difficult to ace through. Be at your
best. Learn from your mistakes, they come in handy to perform better once you are
accepted as a permanent employee.
Being innovative makes the job simple. Enjoy what you are doing. You'll sure be glad
that you had the first six months as a probationer.
It would've been an eye opener for both you and your boss.
If you've won yourself an appointment and offer letter, you're probably in for pleasant
things ahead.
If you haven't, it's just as well, perhaps it wasn't the right job fit.
SRIVIDYA

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Frustrated efforts
A FEW strands of hair flying in the air, sweat glistening on the forehead and upper lip,
sudden yells directed at the walls ... No these are not scenes from a third-rate, horror
movie, it is in fact a common way of venting one's frustration and annoyance. Who
doesn't get frustrated? And when frustration levels are high at the workplace one pays
with higher stress, missed deadlines and increased turnover.
According to an American management study there are 5 likely situations that give rise
to maximum frustration at workplace. They are:
Having to do more with less. More tasks and responsibilities in the shortest possible
time.
People devoting more time to unnecessary meetings and correspondence
Incompetent peers/ colleagues
Poor communication from management
Inadequate appreciation or acknowledgement of efforts
Who wouldn't want to learn the skills of coping with workplace frustration, taking control
of those little things that frustrate us on a daily basis? Very often the cause of frustration
are the people with whom you work. To reduce the feelings of frustration and convert it to
work satisfaction one needs to learn the art of `self management'. This will also help you
in forming successful workplace relationships.
Here's what you can do to cut down on workplace frustration.
Do not take the responsibility of other people's feelings, thoughts or actions. But make
sure that you take yours seriously enough.
There's no shame in seeking other `stronger' person's help and support.
Do not make decisions when you are feeling upset or angry.
Seek out solutions to problems rather than looking at people to blame.
Do not try to influence or control others. This can often be a root cause for many
frustrating moments.
Be open to change, to newer options and flexibility.
Do not dwell on possibilities and assumptions. Focus on the facts and realities.
Be positive and stay optimistic. Negativity takes years off your life.
When all else fails, take a break from the problem. Chances are, if you have been going
around in circles for a while, you are not at your best. In addition, it is hard to let go of
old, set ideas and start thinking afresh.

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Do something else for a while and come back to the problem later. You will get a
different perspective.
If you have put sufficient effort into the problem before leaving it, you may find that your
subconscious will continue working on the problem while you are away. We all go
through struggles in life and at work.
But unhealthy coping mechanisms can make things worse. By avoiding painful or
stressful situations we only make matters worse.
And when tolerance levels dip we grow frustrated and consequently give in to self-pity.
Don't fight what is; try and accept it.
PADMA
Seven deadly sins at the workplace
YOU HAVE survived the last downsizing, but working this way is worse than you
thought. Your morale is low and you are tired of doing the work of the people who have
left. Every day is a new struggle to overcome the seven deadly workplace sins. And if
you are trapped in your job, there's no easy way out. It is as the Eagles sang, `You can
check out any time you like but you can never leave.'Feeling trapped at work is not a
new feeling for anybody. But there are positive and practical ways of overcoming the
problem.
Sloth: Idleness can take many forms at a workplace. First of all make a list of not-to- do
things. You can skip reading reports which no body has time for and also meetings
where your presence is merely nominal.
Wrath: It is perfectly all right and normal to get angry at work. Ask yourself who is to
blame for this negative emotion. You may have unconsciously contributed to that feeling
yourself. Know your triggers so that you are aware what heralds the onset of this feeling.
Also remember to direct your anger not at a person but at an issue
Vanity: With everyone whining it will be difficult to get yourself heard. Who wants to forgo
the pleasure of whining about workplace wounds? However, accept the fact that
sometimes your whining may not get you the wanted results. Be aware of all the
areas/places where you don't have an influence. And don't think that you are God's gift
to the organisation: you aren't!
Gluttony: Fight obsolescence. Enough cannot be said about investing in new skills and
upgrading them frequently. Be a glutton as far as new learning is concerned. But, don't
hog the limelight and give credit where it is due

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Envy: With the workplaces changing dramatically it is important to get regular feedback
on your performance. Ask your superior whether he is happy with your work and what, if
anything is lacking in your performance. And do not covet what is not yours
Pride: Are you too proud to network? Can you remember the last time you networked at
your workplace? It is not too late. Make time regularly to meet up with people and stay
connected. Getting along with your supervisor may also be a recipe for good health. Be
enthusiastic and available to anybody connected with work.
Lust: Does your workplace feel like a dysfunctional playground? Try changing your
attitude and you may be pleasantly surprised at how all the dysfunctional areas actually
become productive. Do not give in to your base urges by asking for more than you
deserve, but if its lust for work that you feel, then go right ahead!
Eliminating common defective practices from workplace will go a long way in improving
profits. What you sometimes need to do is not to work harder but smarter. It would be a
fallacy to assume that the most dependable way to increase productivity is to put in more
hours. Get it right and you wont have to struggle with a guilty conscience anymore!
PADMA
Fun & work= increased productivity
EMPLOYERS who provide a desirable and conducive working environment attract the
best people to their organisation.
These emplaAoyers are able to make the work environment very rewarding, taking
advantage of the growing diversity of the working population.
Organisations that fail to create a pleasant work environment will neither attract the right
employee nor be able to retain those they have.
Creating an atmosphere of fun is one way to improve the work environment. Studies
have proved that people who are cheerful and fun loving are more successful than the
others.
They are those who can think more clearly and creatively, who are more relaxed and
spontaneous are likely to be more tolerant. Their sense of humour is their defence.
Want to have fun with work? Here's how:
Laughter is the shortest distance between two people
Provide a medium for everyone to collect and share their favourite cartoons, jokes, or
anecdotes. People connect through shared laughter aided by humour, wit and an
appreciation for irony.

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Encourage everyone to contribute and provide a public area for these things to be
posted.
As and when time permits people can assemble and share a lighter moment or two. In
the process, they'll get to know one another better and develop a shared sense of
belonging.
However, in sensitive societies, ensure that the jokes and stories are without racial,
sexual, or ethnic slant.
Do remember though, that excessive `political correctness' has infused modern society
with a feeling of guilt that is both unwarranted and unnecessary.
Give/take occasional breaks from work
Taking small occasional breaks (not exceeding 5 minutes) and encouraging others to do
so is one way to ease the building tension at your workplace.
Utilise these "stolen" minutes to do a crossword puzzle, listening to your favourite music,
or even take a stroll down the corridor. Anything to help you de-stress.
It might be more enjoyable if a couple of people take the `tension-break' together.
Try to find humour in negative situations
When people can make fun of their shortcomings or mistakes and share some funny
experiences with a difficult customer, they would be providing others with some creative
solutions for difficult situations.
These experiences will help others too, to face similar situations with equanimity.
Moreover, it will also help the other employees to look out for humour in negative
situations.
Letting employees use their creativity to raise a few laughs to ease a tense situation will
automatically ensure that the feel good emotion carries over to their work too.
TINA MARIAM JACOB
E-mail as a promotional tool
MOST business owners rely on monthly newsletters to promote their products. But the
trend of using emails as a marketing tool is increasingly becoming popular. How does
one actually leverage the medium? Is it really a workable idea? How do you send an
effective email to your subscribers?
For your promotional email tool to succeed, you need to ensure that the e-mail is
professional. Lets take a look at some tips that can help your email look that way:

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Subject line: Avoid vague and misleading subject lines. Unconnected subject lines will
be seen as spams rather than as serious promotional mail. An effective subject line
should relate directly to your offer.
Explain what your offer is: Your e-mail should preferably not exceed two or three
paragraphs. Double space the message and keep it succinct. Use bullets or stars to
emphasise key points, but avoid text in all caps or with multiple exclamation points.
The first few sentences are the most critical part of your e-mail and should contain your
`grab' phrase. It should form the central message of your mail, and should be clear and
exciting. The body should contain your `grab' phrase mentioning benefits, and close with
a call to action. Tell readers what you want them to do and include hyperlinks such as
"Click here to register."
Use clear and simple language: The usage of active voice and short sentences is
recommended. This is very important because for most readers, the first few sentences
create an impact, and play a major role in the readers' decision-making process.
Include all the information: Some e-mail marketing messages do not succeed as they
fail to provide all the information that the customers need. Do not forget to include vital
information like pricing and deadlines. It wouldn't be fair to expect the readers or
customers to go through your website to gather such information.
Include a P.S.: A postscript is not compulsory. But it is a useful tool to grab attention.
There might be times when readers read only the subject line, the main phrase and just
scroll down to check the P.S. So, highlight your effort once more in the P.S. After the
P.S., always provide the readers with the option of unsubscribing from the list.
TINA MARIAM JACOB
Fired and hired
IT'S A scene out there! Even as you are being hired there is a niggling fear of being laid
off or your services being terminated by the company and you are back in the rat race.
Getting laid off is a big setback, professionally and psychologically. But do not take it as
the end of the world. Recovery is possible and in many cases it could lead to a more
rewarding career. Perhaps the most difficult problem faced is getting past the trauma of
being fired and going after your next job in a confident, relaxed manner.
The best thing is to get right back into the job market. This will not give you time to
mope.
Decide how your skills from your earlier job are going to help you in your search for a
new one. What kind of transferable skills have you acquired? Certain self-assessment

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techniques could help you decide this. Updating your resume with the latest inclusion in
experience and skills is also essential.
Decide whether you are willing to relocate or you are happy with the opportunities at the
location where you are.
Keeping it secret is a BIG mistake. Maintain contacts with your professional friends.
They might not offer you a job but may guide you to someone who can play a pivotal role
in your renewed job search.
Depending on the circumstances of your dismissal, revisit your reference list. You
require referrals from those who know about your accomplishments and abilities.
Be prepared to work. Its a clich, but looking for a new job is now your full-time job. Stay
focused and accomplish something every day.
Face the tough question. Be prepared with an answer when an interviewer asks you why
you left your last job.
Make sure you can articulate why your last job didn't work out and what you have
learned from the experience. Never blame a former supervisor or employer -- and don't
make excuses.
It may happen that you may still not hired despite your best efforts. Just give it time and
don't get discouraged. Don't think it confirms your worst fears of being blacklisted for life.
The reason you may find it difficult to get a job may have absolutely nothing to do with
you.
Getting fired and finding a new job are two of the most difficult obstacles in your career.
But they don't have to tear you apart when they happen. Remember that there is always
a degree of rejection in any job search -- so keep looking forward. You will need all the
strength and resources you can muster to get through this dark period.
SRIVIDYA R
Tricks for techies
HAVE YOU ever given a thought to what your worth is to your organisation? Are you
even aware of your contribution (or the lack thereof)? How do you describe your value to
a prospective employer in terms of return on investment?
Most hiring decisions in the technical field today are made based on factors other than
the number of degrees you have or the various technical certifications. What makes
sense to employers nowadays is how a candidate can help the organisation achieve its
goals. Techies can do better if they start thinking in terms of their ROIs. For techies
obsessed with constantly updating themselves this can be quite a challenge.

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Showcasing your ROI should start from the rsum itself so that it may eventually fructify
into getting a job.
Some guidelines to do just that:
In sales there is a time-tested rule, `Don't sell features, sell benefits'. Follow this maxim.
Tell the employer what benefits you can bring to the company rather than stating what
skills (features) you are offering.
Quantify your skills. It is just not enough to mention the skills you have acquired. An IT
recruiter suggests that techies use quantitative data to make their case. The company is
interested in knowing how you will contribute to their bottom line. So tell them how you
made /saved money by using a particular software or cite some instances on similar
lines.
Emphasise your achievements. Mention your career highlights in bullet points after every
successful project or job tenure. Give examples of specific achievements.
Do also mention if you have completed a project scheduled for a month, within a
fortnight.
Your rsum should be framed such so as to convince the employers that you are
interested in serving the organisational goals. Tech savvy candidates should understand
that they should appeal to people who appreciate the importance of technology but who
may not be up to date with it.
More and more employers are swearing by the unbeatable combination of sales-savvy
techies. Some level of sales mentality has become essential for techno-geeks. It is the
ideal state of Being!
Finally pick up important skills like communicating effectively, handling presentations and
influencing customers and colleagues positively. Remember employers hire for aptitude
as well as attitude.
So for a minute forget your skills. Forget your certifications and your degrees. Instead,
for a change concentrate on your value. Are you worth it?
PADMA
Doing business the write way
BUSINESS letters are used not merely as a means of communication between
companies but also to send and request information, and sell products. A business letter
is often the first contact that a potential client or customer has with the organisation. A
well-formatted and well-written business letter goes a long way in creating the right
professional impression.

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Tips for a business letter:

Header
Have your own letterhead. In case you don't have a pre-printed letterhead, your
computer can help you create a very professional one.
The name of the company, address, phone number, fax number and the e-mail address
should be included. A nice touch would be adding the company logo in the letterhead. If
the sender's address is not part of the letterhead, you should have it on the envelope.
Dateline & Address
Usually in a business letter, dateline includes the month, written out in full, which is
followed by the date and the year. In a letterhead the date line should be printed three
lines below the header and if an envelope with return address is used, the date line
should be directly below the return address. For best effect, left-justify the entire letter.
The name and address of the person or company that you send the letter to should be
printed on the letterhead. The address inside and the information used on the envelope
should be the same.
Salutation
This should be printed two lines below the address. The person's name and courtesy
title should be included with the greeting.
Body
The body (of the letter) is the most important part of the letter. It should contain the
information that has to be conveyed to the addressee. The body starts two lines beneath
the salutation. The lines should be single-spaced and paragraphs should be separated
with a double space.
The End
A letter has to end with a complimentary closing. This is a courtesy signal and it should
be typed at least two lines below the body. The sign off should be very professional.
Don't end your business letters with `Love, Prayers' or any such personal notes. The
professional alternatives are `Regards, Respectfully, Yours faithfully or Sincerely.
The sender's name should be printed four lines below the complimentary close. Just
below the name the designation should be typed. The space between the sender's name
and the complimentary close should be used for the sender's signature.
TINA MARIAM JACOB

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Confidence and confidence!

IT IS A tough act to present a confident self when you're actually shrivelling up on the
inside and want to just crawl and hide somewhere! Restoring your confidence to normal
levels is a rather difficult thing.
Here are some ways to boost your sagging spirits.
Dress well
Boost your confidence by dressing well. Wear colours that cheer you up and make you
feel good about yourself. This is a popular and potent confidence builder.
Feel good
Do things that make you feel good. `Feel good' things boost one's confidence making
one feel at an all time high. Set stock by a few confidence boosters on which you can
depend when you feel seriously downtrodden
Para troop to confidence
Do things. Undertake exciting activities that broaden your horizon and make you feel
good. They'll add more meaning and expression to your life. They'll make you feel
accomplished and a whole lot better about yourself. Therefore, keep each day of your
life activity filled.
Separate the issue
Confidence and self-esteem levels really take a beating when we personalise issues too
much. Impersonalise your problem and keep it issue centric. Separate the facts from the
fiction, the reality from the supposition and suspend judgement. This will give you an
objective picture of the problem. This will help you keep you confidence at an even keel
when you have all your facts in hand.
Get the hang of things
Learn to observe, recognise and balance between varying energy levels. Follow a
routine that is simple and will help you stay grounded.
This will keep you in touch with reality and what's happening. But a sound sleep, will
encourage a top-up to your confidence level!
SAMYUKTA KODA
Change the way you think!
UNLESS facilitated, change does not happen. This is especially true of the new crop of
`learning' organisations that are vying for a share of the corporate market pie. Ordinarily,
companies resort to change management during mergers and acquisitions to ease the
transition process. However, unpredictable conditions and other influencing events such

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as adoption of new HR policies, change in revenue model or change in management

also necessitate change management. Of the many benefits that accrue from it, reduced
attrition levels, better employee morale and man management are the major paybacks.
No matter what, getting people to accept new technology, new bosses, new
methodologies etc., is perhaps one of the toughest challenges, next only to winning
investor confidence on the stock market! And for a system to remain `alive' and exciting,
change is essential.
Symptoms of resistance
Employee resistance: become non-participative, resentful, irate and uncooperative,
partisan, and in extreme cases take out rallies against organisational change initiatives.
Resistance from senior management: make day-to-day administration difficult,
sabotage or not fulfil duties and responsibilities, indulge in partisan politics and so on.
For a smooth organisational makeover
Assess the extent of the impact (on employees, senior management, work flow and
processes, HR policies) of the proposed changes and avoid imposing it.
Forewarned is forearmed, prepare your workforce for the ensuing change. Have news
bulletins circulated and updated.
Pace the change in phases, roll it out evenly and make it as unobtrusive as possible.
Have change orientation and management programmes.
Encourage employee participation in the process. Help them voice their concerns. Find
ways to alleviate them and boost their confidence and trust in the management.
Identify and isolate troublemakers or those traumatised over the change. Rather than
bulldozing the resistors, get them to accept it by helping them deal with it on a personal
level through one-on-one counselling.
However, the management should also learn to `listen' to the voices of the employees.
Conflict is often conducive to change. It must be willing to re-look or re-assess the
process even when it is underway to avoid committing costly mistakes.
However you can always seek external change management agents, if the entire
process becomes too unwieldy to handle.
SAMYUKTA KODA
First impression, best impression
ADVERTISEMENTS, banners, hoardings and posters are means to promote the
company that you work for. But what if you need to promote yourself in your chosen
profession? Just a two-inch by three and a half inch piece of paper is required for this

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purpose - to print your advertisement - a business card. The first thing that people get to
know about you is mainly determined by your business card.
So, when you design your business card make sure that it is one that would be able to
promote your business as well as you.
Few tips that could help you print an impressive business card.
Your name and the business name:
Your name or the company/business name and the logo (if there is any) should be
printed as the focal point on the card, which is usually the center of the card. If you are
with a company, then the name of the company should be made bold, but if you are a
freelancer/consultant your name should be made bold. A logo on the card will create a
more professional impression that could be good for your business.
List the type of services
you offer:
If your business name doesn't explain the types of services or products that you offer,
then it is better that you list them on the business card. You don't have to mention every
single service. Just a broad outline or else a catchy slogan that will give others an idea
as to what services or products are provided.
Contact information:
A contact number and an address on the card are very important. The objective is to
make it easy for the clients to reach you. Your contact number, address and your e-mail
address, in that order In case you have a web page, it would be better if you could
provide the page url.
A business card can be an important communication tool.
When you plan to print your card make sure that it will answer questions like: is it easy
for clients or customers to reach you, will it interest them enough to want to know you
and above all how impressed will someone be on seeing it. If it does give you a
satisfying answer, then go ahead!!
TINA MARIAM JACOB
A better place to work
WHEN you start work every morning, what is the first thought that comes to mind?
Does a tingling expectancy for facing the challenges of the day fill you or does listless
ennui numb your senses with the long day looming ahead? If you have a boss or a
colleague who cribs and yells at you incessantly, it could make work difficult and zest
can be at a premium!

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Dealing with people who are negative or drainingly passive can be very challenging. Just
being around someone who is always complaining or whining can make you feel
frustrated, angry and exhausted. This will negatively impact your productivity.
Having worked together for sometime you tend to have similar emotional reactions to
situations with your co-workers. .
For instance if the boss is happy with the progress of your project, it will motivate you to
work harder. If he is under stress and gets angry over trivial matters it will affect your
work adversely. This emotional convergence can be beneficial or harmful to working
relationships making them either more positive, stronger, productive and longer lasting;
or negative, stressful, weaker and less productive. An employee has to be a productive
member of a team and be a positive influence on others.
Dealing with attitudes in the right way is important as it:
Neutralises conflict between the co-workers and improves employee relations
Helps the employees to work in teams and shine
Helps the supervisors or managers to set the right ambience in the work place
Fosters positive feelings and boosts morale, which leads to higher productivity
Empowers people and lends enthusiasm and satisfaction to their work
So walk into your office with a bright, happy smile every morning and see how it changes
the work atmosphere for you as well as your colleagues!
TINA MARIAM JACOB
Poised and perfect
BEARING, disposition and poise - these are three important attributes that determine
whether you are a preacher or a `breacher' of etiquette.
A poised human body is one that ought to look as nature meant it to be -upright, straight
and beautiful.
How you stand, walk, sit and talk has a strong influence on others' judgment of you.
While most of us get through life with blunders that cost nothing more than wounded
pride, some can never get rid of the foot-in - mouth disease!
A few tips that will help you not get into a soup:
Hands
Your hands will pose a problem if you do not know what to do with them! Learn to place
them rightly.

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When you are sitting, place your hands either on the arms of the chair or in your lap, or
else they will look very ungainly. Relaxed hands give you an air of serenity and
confidence.
Folding your arms across your chest and hugging yourself will make you look tense and
distant.
Legs
Don't shake or jerk your legs constantly. Besides looking inappropriate it is also an
unwelcome distraction for others.
Avoid the awkward posture of sitting with your knees spread wide apart and feet turned
outwards. The cardinal rule for a lady is to keep her knees together.
A gentleman may cross his legs, but not with a style that involves an ankle on the
opposite knee.
Talking
When you are holding a conversation standing, make sure that your attention is on the
speaker.
If you start looking everywhere else but the speaker, it shows not only disinterest but
also disrespect to the person.
If you are sitting down when a person is introduced /or when someone strikes up a
conversation, you should get up to continue the conversation.
Do not let your attention wander.
Do's and don'ts
Keep your back and head straight without stooping
Hold a conversation without shifting or shuffling too much
Avoid making unnecessary and flamboyant gestures
If walking with a lady, walk on the outer (towards the traffic) side of the pavement
Stifle a yawn you can feel coming on, if you can't, at least cover your mouth.
These simple rules of etiquette can differentiate a lesser man from one to the `manner'
born!
TINA MARIAM JACOB
At the receiving end
NOW THAT you have handed in your latest and most difficult project with flying colours
be prepared for some fulsome compliments coming your way. But here comes the real
test. Are you the kind who resembles a tomato when someone puts in a kindly word?
Will you be thrown off track or keep gushing about your achievement to all and sundry?

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There are many of us who cannot accept a compliment gracefully. We either squirm in
embarrassment or try to brush the effort off as unworthy. Paying and receiving
compliments is an art. If not done the proper way, it appears gauche. Compliments are
often, ironically, not received with the grace they deserve. At some point in our careers
we come to realise that an effective feedback can produce the most desirable results.
But while we may lend a patient ear to complaints, take criticism in our stride, we rarely
handle compliments with care.
Here's a take on doing it right!
You do not have to rattle your brains to come up with an ingenious way to receive a
compliment. Just a simple `thank you' accompanied with a smile will suffice.
Never underplay compliments or respond with lines like, "It's nothing; anyone could have
done the same". This will convey the message that (a) you are an ungraceful boor or (b)
the job you're being complimented for is really not very remarkable!
If you feel that a team member also deserves to share the credit then do not hesitate to
include him/her.
Don't let all that adulation go to your head. Do you shout from the rooftops when you are
criticised? Remain poised and balanced.
Laurels do not come without a price; jealousy is one of them. Do not let it alloy your
moment of joy. Appreciation tinged with sarcasm can safely be ignored.
Never confuse flattery with compliments. Learn to discern a sincere remark.
When someone posts a congratulatory note or sends across a mail, ensure that you
acknowledge it.
Revel in the feel good emotion but don't cling to it. Move on!
Let your attitude spell simplicity, nicety and sincerity and you will keep the bouquets
coming your way always!
RL SAILAJA

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Leave fear behind, explore your potential

Beginnings and endings are a part of every journey, even the professional one, and ever
so often one arrives at a crossroads of a job ending and another to begin.
But how do you ever know when it is time to resign? It is difficult to put an end to work
that has become routine and somewhere an intrinsic part of your life.
But movement, growth, evolution is necessary and quitting for lack of these is valid and
even imperative. When then does one decide to finally quit a job?
Stagnation:The human mind is tuned for growth and when this does not occur, one feels
discontent, unsatisfied, mundane and bored.
Stagnation, no room for growth or learning, no scope for improvement in the current set
up are the most valid reasons to resign.
When you feel like you arent going anywhere and there is no opportunity or scope to do
so at your current job despite talks with management, it is time to look for something
new and exciting.
Stagnation takes many forms. Initially you may have learnt and grown at your job,
however, now there is scope as the company and that particular job profile ends there
and nothing else interests you.
To work for a larger company, an overseas opportunity or even a new role may be the
reason for you to resign now. Youve simply outgrown your job and need to move onto
bigger challenges.

Stress: If youre constantly loosing your cool and calmness evades you, if anxiety
attacks are increasing, anger or mood swings rising, and nothing seems in control you
may have to consider leaving the job.

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Stress can and should be tackled in the first instant. However if the general stress level
in the work atmosphere is high and is accepted as such, then trouble is brewing. If the
management consistently enjoys unreal deadlines, high pressure and no time for repose
and relaxation, you will have to consider your options. Would you like to live a life of high
stress with all its perils or look for calm and better work environment?
Tackle stress, but if the management is not helping, you can not cope and its getting to
you, walk away. Choose well being over stress for stress results in serious health
problems over time. Leave if youre unhappy and look for employers that value an
employees well being.
No value: One would not like to work when they feel robotic, invisible and of little value to
their company. Workers need to feel they are of value and importance, and when this
doesnt happen, the work is an unpleasant drudgery.
If your contributions are overlooked, no accolade or praise awarded, when reviews are
purely technical and your personal special contribution is not noted, when you are not
getting any return for your personal effort and zeal and no one takes heed, walk away.
There are many firms that are thriving on personal employee attention and development.
This is where you should be headed.

Greener pastures: A positive reason to change, the lure of a better opportunity is often
hard to resist. However, one needs to be careful as to what a better opportunity really is.
A monetary raise may not be a worthwhile reason to change jobs as we all know there
are many layers of employment laws and benefits as well as employee relations and
other factors you need to consider.
Leave if youre dissatisfied and unhappy or leave if you truly see opportunity for growth
and happiness.

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Hence weigh your options well. Study the new work environment. Change that promises
of new ventures and greater horizons is worthwhile.
Hence first check if this greater opportunity is not already available at your current job.
If not, and if the new offer truly excites you and promises higher heights of growth and
success, you know what to do.
To leave behind what is known and hence comfortable is never easy. But fear should not
stop you from exploring your potential and acquiring greater contentment. Stress,
stagnation, lack of value or a better opportunity are all valid reasons to end a job and
begin a new one.

Pick right communication strategies to create value

The crux of any successful organisation is effective internal communication. It is the
lifeblood of a company and yet it takes a back seat to other key priorities and is often
considered a waste of time.
The harsh truth is that strategic internal communications impact an organisations
effectiveness dramatically. On a macro level, it is essential for maximising performance,
achieving results and driving change. By aligning interests and strategi es, it advances
company objectives and ensures continuity within the organisation.
In a narrower perspective, open lines of communication engage employees at all levels
it enables them to understand company vision, values and culture, connects them to
organisational objectives and fosters mission-focused employee behaviour to support
corporate goals. Managers can not only make better decisions, but also gain staff buy-in
for the same.

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Consequently, companies that communicate effectively with employees have a

motivated and informed workforce that is more satisfied, feels more involved in the fate
of their company and ultimately contributes more to success. Profitability, job
satisfaction and employee retention are bound to soar.
Leverage the power
Internal communication is nothing but the sharing of information within the organisation.
It is the liaison between the organisation and its employees and hence, should represent
both the voice of management and employee interest.
The communication channels should be used for everything from announcing events,
issues, initiatives, plans, changes, problems and challenges facing the organisation. It
should establish formal roles and responsibilities, update employees on the direction in
which the company is headed, inform about management decisions and clarify
operational processes. Then and only then will it build employee trust and ensure that
everyone is working towards the same goals.
Especially in times of crisis or shifting of gears - downsizing, altering a customer service
strategy, dealing with accelerated growth employee communications should provide
adequate information of the event, what is expected of them and strategies to handle the
issue.
In practice
Top management should analyse organisational requirements and build a strategic
communication plan based on company vision and mission. It is advisable to employ a
professional communications specialist for this task.
To ensure effective communication, carefully create a user-friendly, strategic and
business-focussed message. Keep it honest, transparent, timely, clear, concise, credible,
informative and independent. Apart from proper content, it should also be well presented
and straightforward, devoid of manipulations or ambiguity.

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Then again, any communication is in the managements control only till it is sent to the
employees. What is to ensure that the staff will actually read the message and it will not
fall on deaf ears?
Not only should the message be compelling enough to grab attention, it should also
appeal to the sensibilities of the recipient. So, instead of bombarding everyone with
information overload, communications should be targeted to match the varying needs of
different groups. What makes a middle manager sit up and pay attention may bore an
accountant.
Internal communications should also be two-way by involving employees in issues that
affect their working life. It should address staff concerns, clarify their issues and
encourage them to provide feedback. Only when management actually listens to what
employees have to say, will the participatory communication forge stronger relationships
and a sense of community.
Not to mention, internal communication should be ongoing with regular and updated
information on company plans, expectations and employee contributions. Also,
communicate both the good news and the bad withholding information from employees
is fodder for anxiety and conflict.
Mobilising actionable tools: Organisations can choose from a variety of effective
communication channels oral, written, face-to-face and virtual. Some are interactive,
some personal, others not.
Print materials, message boards, newsletters, videos, magazines, presentations, they
function as both a management voice as well as voice of employees by highlighting staff
success stories, contributions, grievances and testimonials along with updates on
company news, events and strategies. Even eye-catching posters placed in highvisibility areas can create a lasting impact.
Emails, instant messaging. An inexpensive route to instantly disseminate timely
information that notifies aligns and invigorates employees. Even staff can use it to raise
concerns or ask questions.

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 Intranet website. This is an invaluable resource that hosts email, file transfer and
network news. A powerful and dynamic means to integrate information worldwide and
achieve collaboration and interaction. It can be used to instantly publish information on
changed processes that everyone needs to use.
Company blogs. It cant get more informal than this. Even CEOs have taken to
blogging for floating new ideas, circulating information, gaining instant feedback and
steering conversations in a deliberate direction.
Conference calls, virtual meetings. These online and participatory tools can literally
bring far-flung people under one roof to facilitate discussions or brainstorming.
Casual sessions, meetings. These are get-togethers where employees can listen to or
even talk with organisational representatives. Plain old face-to-face conversations are
the most effective way to reach out and create personal bonds.
It is essential to choose the right mix of communication strategies that will create value
and not stick to just one of them. As its been rightly said, Even positive change can
backfire in a company if its poorly communicated to employees
PAYAL CHANANIA

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Managers need to look beyondcost factor in outsourcing

Outsourcing seems to be the hottest buzzword - a popular shortcut to cost cutting.
Many organisations fancy it as an easy escape route to reduce expenses by getting the work done
as cheaply as possible.
But, if you feel that way and simply concentrate on the cost-benefit, you may only end up saddled
with poor results.
This is because outsourcing often does not work like we want it to. In fact, many horror stories are
emerging thanks to managers focussing solely on the cost variable.
Well, you have to look beyond the larger picture and not make cost cutting or getting cheap labour
the only motivation for outsourcing.
The real reason for outsourcing lies in the quest for finding people who can do the work better than
you can! Operating with this mindset of tapping into a larger talent pool alone can open up a world
of new opportunities for companies both large and small. Like:
Outsourcing delivers rich gains from the expertise and experience of specialists leading to better
quality results and lesser mistakes i.e., maximum efficiency. You can also leverage the access to
new and expensive technologies.
Hiring experts to do your work not only helps you to exploit their proficiency but also saves time
as they can obviously do the work much faster than you ever could. For instance, you no longer
need to spend hours over your accounting simply outsource it to an expert who can do it in a jiffy!
You can now concentrate your time and resources on the core priorities and strategic initiatives so
as to manage the business efficiently. Sans the stress of peripheral problems, you are free to
enhance what you do best or what needs your attention most, leading to higher profits.
This is not to say that outsourcing will not reduce your operating costs. You stand to gain a lot
from the lower service expenses and are saved the need to set up extra infrastructure.
This is also a flexible option as you can pay for the services only when you need them vis--vis
maintaining large, full-time staff in-house.
But, the key is to look at cost saving as a desirable offshoot of outsourcing and not let it become the
primary focal point.
In fact, according to Gartner, Saving money isnt the only reason to outsource. Its not even the top
one these days!
Getting it right: Its easy to want to outsource the challenging part is how to do it.
The dilemma begins with what to outsource. While outsourcing can be used in a variety of ways in
different industries and sectors ranging from IT, data entry, back office and customer support to
recruitment, payroll, employee training and even manufacturing.
Yet, not every application can be outsourced. You have to select a viable one based on size,
complexity, stability, resources, skills or technology required. And, needless to say, none of the core

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functions can ever be outsourced! Stick to routine, non-core jobs that are either temporary or cause
a heavy drain on resources.
Now comes the prudent selection of a suitable service provider.
Do your homework to choose the right outsourcing partner from a list of choices. Try to find out
everything about the provider and then handle the impending process carefully.
Sit down and determine the minute details together like scope of work, time frame, performance
indicators, quality assurance and reporting relationship. These standards of performance should be
clearly outlined in the contract at the outset itself. Also, it is always advisable to retain the decisionmaking authority.
In addition, as Sun Services vice president and CTO, Dan Berg elucidates The way to do it is
looking at the existing process and its related outcomes and then asking the outsourcing partner
how they would achieve the same or better outcome by leveraging their own established processes
and best practices. The combination of process definition and process execution is crucial.
Once the outsourcing arrangement is underway, be patient and allow for initial hiccups as the
provider tries to familiarise with the work. Also, maintain constant communication with regular
meetings where you are both updated of the progress and can also discuss any issues.
All said and done, the success and effectiveness of the collaboration will depend on your individual
relationship.
So, try to establish a working partnership that is compatible, satisfactory and based on a mutual
understanding of needs. This will turn outsourcing into a strategic tool that enhances both
productivity and profitability.

Right social skills key to succeed in workplace, shine in life

The kind of relations an individual develops and maintains at his workplace defines his professional
success. The way the person relates himself to others has a direct impact on his emotional state and
hence his performance.
The social relationships of a person determine the quality of life he can have. Good relationships
make life more fulfilling and complete. Social support is necessary to accomplish tasks, succeed and
grow.
Especially at the workplace, the relationships between the team members, managers and clients
decide the future of not just the individuals but also of their teams and the organisation on the
whole. With businesses getting more global today, the need to improve ones social skills is more
than ever before. This begins with working on ones communication skills, a vital aspect of social
skills.
To make interactions effective or build good relationships, communication skills are very important.
It is observed that while some people lack proper communication skills, some others have the
necessary skills but lack the confidence to exercise them. In either case, the individual can improve
by trial and error and repeated practice.

Some areas linked to communication that one has to work on are:

Conversation skills
Nonverbal communication skills
Assertiveness
Likeability

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Good conversation skills are not just about using the right words; they are more about following the
right norms of conversation. The best way to pick up conversation skills are by observing people;
understanding what keeps a person interested in the talk and what turns him off from it. Based on
this information, you can shape your conversation to influence the other person. Reading books that
deal with human nature and behaviour is also helpful.
Nonverbal skills: Nonverbal communication includes facial expressions, gestures and body language.
While words express what you want to say, nonverbal cues can suggest what you mean to say. They
inform your subjects about your emotional state, your attitude towards them and the subject of
discussion and your knowledge on the topic. So, to create the right kind of impact on the other
person, they should match your words.
The best way to improve nonverbal skills is by seeking feedback from friends and mentors and
following their suggestions to improve.
Assertiveness: This is an important aspect of conversation in the context of building relationships
and social skills. It is important that you project a right image of yourself, speak out your mind
honestly and express yourself appropriately. You should express your needs, limitations, feelings,
expectations and fears, while respecting those of others. Your approach should be non-threatening
and non-judgemental. Assertiveness can be a bit difficult to learn and can slip into aggressive or
passive styles. Experimenting and learning from the outcome is the way to learn this skill.
Likeability factor: Likeability is another important aspect of social skills. It adds up to your ability to
get along with others, make friends and resolve conflict. Executive coach Susan Hodgkinson says,
"The people who are likeable actually care about other people and care about the connections they
make."
Listening to others is the best way to express that you care about them. Then comes extending
support. "Recognise what youre trying to get done and who you are trying to get it done with. Then
think beyond your own stuff to what the other people want," advises Hodgkinson. This approach
makes others like you and willing to support you. But make sure you do not compromise this skill
with assertiveness.
Tiziana Casciaro, a professor at Harvard Business School, says, People who lack social competence
end up looking like they lack other competencies too. And in todays world where technical skills
are given more importance than social skills, seeking expert coaching to improve on them is a
worthwhile investment.

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