HAPPY MARRIAGE

A happy marriage is the union of two good forgivers.

Best advice to unmarried girls is:

Marry someone you don’t mind adjusting to.

God tailors the wife to fit the husband,

Not the husband to the wife

HOPE

Who has never hoped can never despair.

Hope sustains life.

RELIGION

To be good and to do good

is the whole of religion.

Other things are secondary.

PARDON

Pardon all men,

but never thyself.

ENTHUSIASM-

Nothing great was ever

achieved without

enthusiasm.

AN ACQUINTANCE

If a man is worth knowing at all,

he is worth knowing well.

CUNNINGNESS

Cunningness is a short blanket.

If you pull it over your face,

you expose your feet.

WOMAN

MAN AND WOMAN

It is that togetherness that binds man and woman

And give both a respectable place in the world.

“ Man cannot degrade woman without himself

falling into degradation.

He cannot elevate her without

elevating himself at the same time.”

WISODM

KNOWLEDGE Vs WISDOM

Knowledge is the process of piling facts;

Wisdom lies in their simplification.

IGNORANCE

He that boasts of his

own knowledge

proclaims

his own ignorance,

says a German proverb.

QUANTITY Or QUALITY

QUALITY vs QUANTITY

The man who gets the most of it

may not get the best of it.

Mind

OPEN MINDS

Some so called open minds

should be closed for repairs.

COMPLETE MAN

THE INFALLIBLE MAN

The infallible man is yet to be born.

Work and Efficiency

EFFICIENCY

Efficiency means accomplishing more

with less exertion and less expense.

HEALTH

MONEY AND HEALTH

Money can buy medicine

 but not health.

DIVINITY

DIVINE LAW

The divine law is that

 man must earn his bread

by labouring with his own hands.

He who eats without offering

sacrifice (Bread labour) eats stolen food.

According to Mahatma Gandhi

“If all worked for their bread,

distinction of rank would be obliterated.”

“How can a man who does not do body labour,

have the right to eat? He asks.”

HUMILITY

TRUE HUMILITY

True humility is not an easy virtue to cultivate.

It calls for a broad vision.

“By keeping your eyes off other people’s faults

and fixing them on your own.”

UNIVERSITY

HOME

Every home is a university

and

the parents are its teachers.

BEFOOLING

FOOLING OTHERS

You can fool all the people some of the time,

And some of the people all the time.

But you can’t fool all the people all the time.

JUDGING OTHERS

WISE THOUGHT

Judge not, and you shall not be judged,

Condemn not, and you shall not be condemned.

Forgive and you shall be forgiven.

CONSTRUCTIVE CRITICISM

SMART STRATEGY

LEARN TO STOMACH CRITICISM

                        Ragini Gulati

Criticism or negative feedback is an inevitable part of our professional as well as personal life.  

All of us loathe being made aware of our shortcomings or told that we are doing something wrong.

Responding to criticism without careful consideration often leads to unnecessary suffering and frustration.

Since we have  to face criticism at various stages, learning how to handle it effectively is very essential. Here below are a few tips to handle criticism objectively at workplace:

Don’t let emotions take over. Although easier said than done, it is essential to keep one’s feelings under control while dealing with harsh criticism. The more emotional we get, more limited our thinking and questionable our reactions become. When you receive criticism try to listen carefully to what is said without getting emotional or responding defensively.

Make an attempt to focus on the facts rather than the feelings that are evoked on an evolution of your performance.

Instead of getting upset stay analytical to avoid missing out on critical points and repeating the same mistakes.

Most critics will take it positively and appreciate that at least their comments are being heard. It will shorten the discussion which otherwise could drag forever and take all possible directions.

Ignore false criticism

Prior to reacting or taking any step one must differentiate between positive and negative criticism. More than often people criticize others simply because they have nothing better to do with their time.

Such criticism is not only unjustified and baseless but also useless to the recipient. The best option to deal with negative criticism is to remain aloof and completely ignore.

By remaining silent and detached the efforts of the critic will go in vain, dissuading him or her from being vindictive in future.

On the other hand, positive criticism is the one in which individual explain their point of view and actually want to see an improvement. Consider the feedback objectively, taking it as an opportunity to improve and grow.

Get concrete details

Criticism is futile unless there is exchange of information on the changes that need to be brought about. Whenever you are criticized, make sure that you are aware of what exactly needs to be corrected. Ask the critic questions on how you could have done things differently and better. 

Try to get practical and concrete details about what went wrong so as to resolve the criticism amiably. In fact, if possible request the critic to put the recommendations in writing since verbal criticism is often full of holes and poorly thought out.

By opening channels, a potential conflict can be turned into a valuable relationship.

Learn

Listening to something does not help unless we are willing to accept and eventually act upon it. Take criticism as a challenge and a chance to change your way, adjust your communication and become stronger as a professional.

Allow yourself to learn from such responses by identifying your strong and weak points.

Unfortunately, majority of people have negative connotations about the word, “criticism” and choose to ignore it.

They fail to realize someone else could have better suggestions and that they cannot be always right.

However, by doing so they lose the opportunity to learn and grow in their professional lives. Moreover, one must remember that most criticism is based, at least in part, on some truth.

Let go

Althogh it may be difficult to shake off criticism one must realize that obsessing over it will not help. Criticism should not be allowed to lower your self-esteem or slow down the pace of work.

Rather than taking it to heart make amends, learn from the mistake and stride forward. Continue striving for your goals, with full dedication and persistence, to achieve to what you set out to do.

Most importantly, never let criticism decide what you want to do next, or give up something completely.

Don’t hold grudges

Since criticism points out our limitations it is not only makes us feel vulnerable but also defensive towards the critic. However, we should not forget that the supervisor or colleague is just doing their job and there is no personal enmity involved.

As a consequence, instead of sulking or blaming the critic accept the criticism with grace and excellence.

IN FACT, thank the person for the feedback and make him realize that you consider his view point valuable.

HOLDING grudges for criticism negatively impacts the relationship with the individual both professionally and personally.

            

             

Source: Jobs and Careers, The Tribune, December 21, 2011

REVERSE FLOW

Management Tip

Reverse flow

BEWARE of the team members who, when you delegate work to them, find a way to push it back on to you, says Harvard Business Review.

Have you ever delegated a task to a subordinate, and somehow it ends up back on your plate? Beware of this “Reverse delegation.”

Employees who are unsure how to do something may enlist you in doing it for them. Don’t automatically solve problems or make decisions for hesitant employees. Focus on generating alternative solutions together, making sure the employee maintains responsibility for executing.

Don’t fall for it when a subordinate makes statements like, “You’ll do a better job with this.” While flattering, and possibly even true, they are often a way to get you involved. When you needn’t be.”

-         Adapted from Guide to Project Management.

                                                            

Source: Jobs and Careers, The Tribune, December 21, 2011.

Happiness at work

HAPPINESS @ WORK

Gems of Ancient Wisdom

Beware of the rotten apple.

Camaraderie in a team is threatened even if there is one person who

·        shrinks work or

·         is a gossip monger or

·        plays politics.

Like foul smell these traits infect others quickly.

            While Rani Chennamma of Kittur was against any alliance with the British, the Brits found allies in her noblemen- Mallappa and Venkata Rao. After the deaths of Chennamma’s husband  Mallasarja and her stepson Shivalinga Rudra Surja, the British moved into Kittur to take control.

            While she beat them in the battle, she lost the war when the British got their regiments from Bombay and Madras. She was imprisoned in Bailahongala fort where she died five years later.

             During their seize of Sri Ranga Pattana, the British found the fort impregnable. But the ranks of Tipu Sultan had a mole – Mir Sadiq. He told the Brits to concentrate their shelling on the weak northeastern wall, sent all the soldiers to get their salaries and then signaled to the enemy to enter through the breach.

             In the tussle between the gods and demons, Indra kidnapped Kayadhu, the pregnant wife of Hirnayakashyap, while the demon king was busy doing penance to gain more powers. Narada intervened and persuaded  Indra to leave her at his hermitage. There he told the queen and her unborn son Prahlad about the glories of Lord Vishnu.

           When the boy grew up, he accepted Vishnu, and not his father Hiranyakashyap, as Almighty. Fearing that this sentiment would spread, the father tried many ways to kill his son, but failed. Finally, Lord Vishnu emerged as Narsimha and killed the demon king .

            In their teenage, Yuyutsu, son of Dhritrashtra born to a Vaishya woman, informed the Pandavas about the evil designs of his stepbrothers. Later during the Mahabharata war, he switched over to Kaurava’s side. He was the only son of Dhritrashtra to escape the carnage at Kurukshetra.

            As many as 1,500 soldiers in Babar’s army had been cut to pieces on the first day of he battle against Rana Sanga on the battle field of Khanwa in March 1527. So, the wily Babar changed tactics and bribed Shiladitya, Sanga’s Minister of Defence, to betray his master.

             “At my langar, all those who to wish to work and eat were welcome. But we have no room for idlers,” said Guru Nanak.

              There is no work prescribed for Me and nor am I in want of anything. Yet I am engaged in work, declared Krishna in Gita(3.22)

              While queen Kaikeyi was at the coronation of Rama, her maid Manthara opened Pandora’s box with her poisonous words.

              Stem the rot before it spread.

-         Sai R. Vaidyananthan. The write can be contacted at svaidyanathan@tribunemail.com

Source: Jobs and Careers, The Tribune, December 21, 2011.

GD PERSONAL INTERVIEW

CAT-GDPI

Ace the final frontier

                    By Ravinder Bhatia*

CAT 2011 for 13 IIMs and more than 150 management colleges across the country is over and now focus for all 2.05 lakh candidates is on the second phase of admission process which consists of group discussion, personal interview, case studies, extempore etc. This is the state where candidates’ confidence and spontaneity in decision making is judged.

One can anticipate some questions and prepare the ideal answers but always remember there is no ideal answer. For this stage, your replies should be in sync with your personality and the prevailing situation and you should make your answer clear and precise.

Special touch

While selecting candidates, the MBA schools always look for special qualities which will justify the MBA school as well as the courses offered by them. You should have ‘fire-in-the-belly’ and zeal to achieve something big. They look out for achievers.

MBA programmes want students who can lead people and be responsible for the management of an entire organization. Because leadership is one of the main ingredients of success, your communication skills, initiative, and motivation can become the most important aspects of the admission process which are tested through GDs.

MBA schools look for a candidate who has created value by being at the helm in group-based activities and is comfortable in this role, works well with others and operates smoothly and constructively in collaborative situation, who is not afraid of winning and seeing others lose, has good interpersonal values and morals, brings interesting attributes, experience and depth of back ground to the group, is comfortable with change and is ready to use it creatively, can write, speak and organize ideas well. In short, B-schools look for knowledge, presentation skills, team spirit and self-understanding.

Managerial attributes

GDs are conducted to test your managerial attributes like interpersonal skills, leadership, analytical and rational thinking, knowledge and personality traits. Communicating in clear and fluent manner is a must.

How to prepare

You can prepare for GD at two levels- individual and group. Focus on improving your fluency and listening skills. Read aloud from a book or newspaper, preferably in front of a mirror. You should also do some discussion with your peer group.

Another crucial part of GD is listening. A good listener can summarise discussions in a decent manner. In this way, he can get a good score by presenting a good case over an idea provided by other participants. You should do some listening exercise for the purpose of GD preparation.

Avoid the following during the group discussion or interview:-

·        Shaking legs

·        Chewing Gum

·        Playing with your tie.

·        Slouching in the chair

·        Wearing a tie without buttoning the collar. Check it standing before the mirror.

Preparing a Case Study:

  

              When practicing for case study it is important to consider the following points:

·        Analyse information, conclude, act and recommend action.

·        Be logical and clear in your reasoning.

·        Maintain good eye contact and listen carefully to the information you are given.

Right view for interview:

                      The focus of a B-school interview can range from specific questions about your job to broad discussions on life.

                      Approach the interview as a conversation to be enjoyed and not as a question-and-answer order.

                      A discussion on your hobby may go on and on. This does not mean that interviewers are not serious. It just means that you are being sized up as a person and a future professional in all your dimensions.

                      Interviewers develop an impression of you in the first few minutes of the meeting and spend rest of the interview confirming their initial impression.

                      The interview panel may include students. Don’t treat them as light weights.

Before you appear for an interview, you should have a good idea about what you consider to be greatest strength. Open ended questions like “ Introduce yourself” are usually the ones that help to start the interview.

                      Lack of preparation is a common complaint among interviewers, an if you are prepared, you will stand out among your competitors.

Do your homework:

                     Do enough research about your self and the business school so that you have the right answers to some usual questions. These may include: “Why are you right for this particular business school? and “why is this particular programme right for you?”

                     You will need to develop and present a framework. Always remember to tp include SWOT while discussing the case study.

                      You don’t need to stick rigidly to a framework but use it to frame your answer. With written case studies, remember to think about your presentation – use paragraphs and bullet points to make your points clear.

                     

*The writer is an Assistant Professor at the Asia-Pacific Institute of  Management, New Delhi.

Source:     Jobs & Careers, The Tribune, December 21, 2011.

MENTORING FUTURE LEADERS

                                      By Preetinder Kaur*

Companies are waking up to the importance of succession management strategy and are liberally offering mid-management professionals opportunities to enter the next phase of their careers.

When a marketing manager at Proctor and Gamble  was enrolled in the company’s first middle-management training programme last year, she didn’t reckon that she would soon become adept at walking the tight rope fit for a higher functional-role.

The manager was in her 30s and had joined P and G seven –eight years back. The big win was how the programme allowed functional managers like her to step into the shoes of a general manager.

Professional companies are increasingly adopting succession management to retain the talent and also to fill the top slots when vacancy arises. Middle management across organizations aspire for higher posts and even leadership roles. But, what confuses them is whether they would be capable of handling the challenges that come along. To deal with such issues many companies like P& G have initiated a middle management training programmes to ‘ build our future’ (BOF), which develops and trains the mid career professionals for their next big career leap. P and G is not the only one. To address the complex issue of leadership building and even succession planning, several others such as HUL and Godrej are also adopting programmes to add on an edge to their talent pipeline.

Building leaders

The emphasis on middle management is a thought that even management experts now propagate vigorously. They believe that a one shot approach to educating managers is going to be inadequate. A process of refreshing, unlearning and re-learning at regular intervals is what they recommend for the corporate world to target the issue of leadership building. One of the biggest bottlenecks in India’s growth is the availability of high quality human capital at all skill levels. Indian companies have to take proactive steps before this becomes a hindrance.

Different takes

P and India’s human resources head feels that most companies don’t focus on it. At P and G

they are built from within and realize the importance of developing the leadership pipeline not just at the senior level but at the middle management level as well.

The company designed the BOF programme around 4-5 unique capabilities for its entire middle management, which consisted of 150 people.  It involved a week long process where people included were not only from within the organization in India but also included those based abroad.

To bring in thought leadership, some of the best minds within the P&G world also have a session with the employees.

It is an intensive training programme which ends with an experiential one-day session for business simulation where managers get to understand what business can look like. It is a case study but on a much larger life scale.

P and G realized that since the organization was growing at a fast pace (the business has grown 10 times over the past eight years) it needed to keep the talent pipeline running. With an attrition of five per cent and other P and G regions looking at India for souring talent, BOF gave P and G a much broader pool to choose from to meet any future requirement.

Arch rival Hindustan Unilever (HUL), however, does it differently. The FMCG major, with a 900-strong middle management pool, has a mentoring programme called alchemy, for all high potential middle management employees wherein they are assigned a senior manager who guides and supports them through their leadership journey in the organization.

“Middle management talent serves as a robust talent pipeline for senior leadership. We strongly believe in leadership development and in the philosophy of leaders developing leaders. In a market of acute talent shortage it is important to nurture and develop home grown leaders”, says HUL’s HR head.

HUL, however, prefers to have learning intervention at all levels. It follows the 70:20:10 under which 70 per cent  of learning is expected to come from experience in the current job and business projects, 20 per cent from relationships and 10 percent through formal programmes like classroom training and e-learning. It also measures the effectiveness and business returns from such programmes.

Similarly, Godrej Industries has also put in place a leadership development programe for select middle management employees based on their performance and potential. They select 25 per cent of middle management employees and invest disproportionately on their learning so as to help them become successful future leaders.

So, with more and more organizations beginning to recognize the value of mid-career development and training these managers are on the threshold to take up senior leadership roles.

-         The writer is Project Coordinatore at IIT, Ropar (Punjab- India)

Source: Jobs & Careers, The Tribune, December 21, 2011.