Business Tricks & Success Mantra ...

Business Tricks & Success Mantra ...

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Dear Friends …

Here I am Posting A Brief Description Regarding Conducting A Proper Business With 0% Chances Of Failure …

Some More Success Tips For Both Employers & Employees As Well :-

Never try to Teach a Pig to Sing. It Wastes your Time & it Annoys the Pig …

There’s no Secret about Success. Did you ever know a Successful Man who didn’t tell You about it …???

By working Faithfully Eight Hours a Day, you may eventually get to be Boss and then, U work Twelve Hours a Day …

If at First you don’t Succeed, try, try again. Then Quit. There’s no point in being a Damn Fool about it …

Aim Low, reach your Goals, & avoid Disappointment …

Do not Underestimate your Abilities. That is your Boss’s job …

When you Assume, you make an “Ass” out of “U” and “ME” …

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great busines VU + karma added true entertainer

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superb…. smile

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Thanks Chirag, Abhi Bhai & Binit Brother … smile

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Gr8 lines bro
There is something to learn here that : Everybody is will to offer u opportunity if in return he gets benefited as well

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the last line is the best: When you Assume, you make an “Ass” out of “U” and “ME” …

+1

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haha awesome bala bro….

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gud work dear!

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Don’t ignore the “YO” Factor. Think of Asian countries as both Young & Old.

Many companies focus too much on Asia being very young or very old. The truth is that it is both. Yes, we are young as modern economies (Japan excluded), but we also have some of the oldest cultures on earth. Both forces operate and interact to influence consumer behaviour. For example, Starbucks became a hit not only for its new coffeehouse concept but perhaps more so because of Asians’ age-old need to socialize. Marketing success in Asia hinges on how global companies properly balance the “YO” mix and how well they push the right hot buttons to the market.

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The six traits of Great Leadership

Pradeep Chakravarthy

Research shows that a great leader exudes charisma, ensures inspirational and intellectual stimulation, pays individual attention to the people below him and does not manage by exception or adopt a laissez-faire leadership.

Close your eyes and recall a time when you worked with a leader you rank among the best in your life. The chances are that you will think of them as leaders because they had charisma, inspirational and intellectual stimulation, individualised consideration, contingent rewards, and did not manage by exception or adopt a laissez-faire leadership.

The work of Bernard M Bass and Bruce J Avolio of the Center for Leadership Studies at the School of Management in State University of New York Birmingham deserves special mention. The duo’s seminal model on leadership factors-enlisted in their work Improving Organizational Effectiveness Through Transformational Leadership-has since been used by many researchers to either drill deeper or aim for a higher abstraction.

This article summarises the evidence of a new set of studies done on the Multifactor Leadership Questionnaire that Bass and Avolio created to measure the six factors that help describe a person’s leadership style. Some key points, the definitions of the components of The Full Range Leadership Model the authors described are important. The definitions are:

Charisma
Provides followers with a clear sense of purpose that is energising, role model for ethical conduct and builds identification with the leader and his/her articulated views

Intellectual stimulation
Gets followers to question the tried and tested ways of solving problems and encourages them to question the methods they use to improve upon them

Individual attention
Focus on understanding the individualised needs of the followers and works continuously to get them to develop to their full potential

Contingent reward
Clarifies what is expected from followers and what they will get if they meet expected levels of performance

Active management
Focus on monitoring task execution for any problems that may arise and correcting those problems to maintain current performance levels

Avoidant leadership
Tends to react only after problems have become serious to take corrective action and often avoids making any decision at all. This has some sub factors. The authors found that the best leaders seemed to have a mix of both transactional and transformational leadership.
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How young executives are redefining parameters of work and challenging their bosses’ notions

Every organisation has them (at least a few cannot do without them) – 20-somethings, bright and full of spunk. Their managers marvel at their talent and fearlessness, though they struggle to come to terms with their insouciance. Generation Y is making its mark in India Inc and it is posing some sticky questions to its managers.

K Ramkumar, executive director at ICICI Bank, calls them “the golden generation”. He lists out several reasons for this. They are not apologetic. They may brag, but their engagement is assured.

They believe they have the ability and they need not be submissive. Ramkumar says they will publicly criticise a policy. “I can live with that. They are entrepreneurial, not clerical, in their mind. That’s such a positive change for our society,” he says.

WORK, LIFE, FUN, BALANCE

They couldn’t be more different than their predecessors.Work is a part of life, yet to find their groove, they could turn to music or writing a book. To land a job is de rigueur, but that doesn’t mean they lose sight of their ambitions and goals.

Sabbaticals figure prominently in their yearly to-do lists. Re-skilling is essential as is going back to school to gain the edge to fast track careers. The organisation frowns at sabbaticals? Too bad. They are likely to quit.

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*What Really Motivates Employees

Jeb Blount*

Each week I travel the country speaking to groups of leaders at meeting and conferences. No matter where I go I’m asked the same question time and again by leaders ranging from frontline managers to CEOs, “How can I motivate my employees?” I’ve heard this question repeated thousands of times. However, what the person asking usually means is, “How can I manipulate my employees to do what I want them to do?”

Managers and companies from every walk of life waste billions of dollars on manipulation disguised as incentives in an attempt to change employee behaviour. Sometimes they get short-term results, but manipulation never works over the long haul. Because motivating people is such a mystery for leaders, a $30 billion industry has been built around helping companies motivate their people. There is certainly nothing wrong with providing valuable incentives to employees who do a good job, but what these programs don’t do is teach leaders how to tap into what really motivates employees.

Take Steve, a regional account executive for a huge business services company. In a management shake-up his company hired a new vice president of sales. The new VP came in full of ideas. One of those ideas was to build a national incentive program. In doing so, he took the local budgets away from his sales managers and insisted that any recognition be in compliance and under auspices of the corporate office and the national sales incentive program. He established a process, rules for recognizing the salespeople, hired a staff to administer the program, and proudly announced the new and improved program to his field sales team of over 1,000 people.

Steve was a consistent top performer for the company, so it wasn’t a surprise when he sold more than anyone else on his team the quarter after the program was announced. “About a month after the end of the quarter, UPS dropped a box off on my front porch. Inside was a plaque with my name on it, a catalogue, and a form letter congratulating me on my achievement that explained what I could order from the catalogue.” Steve shook his head in disgust as he told me his story. “It meant nothing to me. I threw the plaque back in the box and handed the catalogue to my wife. No one, not even my manager, called to say anything about the award. At least before the program we would all go out to dinner at the end of the quarter and my sales manager would toast all the top performers.”

He went on to tell me about the other plaques he’d been awarded that were still gathering dust in his closet. “This was truly the dumbest recognition program in the history of sales. It did not motivate me in the least. But what really ticked me off was when I found out that they were deducting taxes from my paycheque for the value of the prizes in the catalogue they sent me. I finally went to my manager to ask that they not send me anymore catalogues. I was making plenty of money, and all I really wanted was a pat on the back in front of the other salespeople on my team.” Steve eventually was recruited away and said he is very happy at his new company.

If you are shaking your head, believe me—this is not the worst story I’ve heard. Unfortunately, far too many leaders have no idea what actually motivates people. They wrongly assume that there is a complex motivation formula, and the gurus and companies in the employee-incentive trade encourage this false notion.

What Really Motivates People

The reality is that motivating people is extremely simple. Psychologists and social scientists have proven time and again that the most powerful motivators of people are achievement and the recognition of that achievement. It is important to note that these two elements cannot be separated. Achievement in the absence of recognition is rarely rewarding, and recognition in absence of achievement is empty.

However, when people are given the opportunity to achieve (win) and those achievements are recognized by leaders, amazing things happen. People who are being consistently recognized for their achievements report higher job satisfaction and perform at higher levels than those who are not. In virtually any organization, leaders who consistently find ways to recognize the achievement of their employees through positive emotional experiences deliver superior results.

Recognition, to be effective, must be directed at achievement, big and small. Most leaders find it easy to recognize the big achievements. However, where the top leaders excel is in consistently recognizing the many small achievements required for big things to happen.

One of the easiest ways to motivate people for small achievements is to catch them doing something right and recognize them for it. The secret is paying attention. Recognizing small, everyday achievements is difficult for leaders who are under pressure to produce results because they are often so focused on delivering on plans, tasks, or fixing a problem that it is easy to forget to take time to pat people on the back.

One leader who is highly regarded by her team admitted to me that although she knew it was important to consistently recognize small achievements she found it difficult to remember to give those pats on the back. So she devised a simple trick. Each morning she put a handful of chocolates in her pocket. Each time she recognized an employee for doing something right, she ate a chocolate. “It worked for me because I love chocolate and I rewarded myself for doing the right thing for my people.”

Another manager we interviewed explained that with the unrelenting demands of his workday, which often included back-to-back meetings, it was often impossible to recognize achievements in real time. “I found that on many days I would be working late after all my people had gone home. One night after a particularly hard week where my team had gone above and beyond, I wrote personalized thank-yous on sticky pads and stuck them on everyone’s computer screens. The reaction the next morning was amazing. People were coming into my office to thank me! It meant so much to them. After that I made it a regular part of my day to recognize outstanding performance with after-hours sticky notes.”

When it comes to motivation, thoughtful recognition of achievement in real time will take you to the next level as a leader. Certainly big experiences, like national sales meetings, president’s clubs, special recognition dinners, contests, trips, and so on are appropriate opportunities to recognize and appreciate employees for big achievements. However, in most cases small gestures carry far more meaning than big ones.

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*Nine Success Factors for Personal Growth:
Moving Forward to Achieve Your Best Life

Brian Tracy*

There are nine success factors that you must know in order to start moving forward in life. Each one of these success factors has been proven to be critical in the achievement of the best life possible for any given person. By systematically implementing one or more of these success factors into your life, you can put your foot on the accelerator of your own career and achieve the best life for yourself.

1. Education: The first of the nine success factors is education. In our society, the highest paid people are those who know more than the average. They know more of the critical facts, ideas and information than the average person in their field. As a result, they can make a more valuable contribution in a knowledge based society and live the best life possible. They are valued more, respected more and ultimately paid more money and promoted more often.

The rule is that, “to earn more, you must learn more.” If you want to increase your level of income and achieve the best life for yourself, you must increase your level of intellectual capital and thereby the value of the knowledge component in what you are doing.

2. Skill: The second of the nine success factors that you can use to achieve the best life possible is simply “Skill.” Your level of ability in your field will determine the quality and quantity of your results. The better you get at what you do, the easier it is for you to start moving forward to get a particular level of results. As you increase your skill, through study and experience, you get better and better at doing the small things that increase the speed and predictability of your results.

3. Contacts: The third success factor for moving forward and achieving the best life is by developing an ever widening circle of contacts. You will find that every major change in your life is accompanied by a person or persons who either opens or closes doors for you. The possibility of the best life for you will be determined by the number of people who know you and like you and who are willing to help you. In order to broaden your network of contacts, you must network continually, at every opportunity. There seems to be a direct relationship between the numbers of people you know and how successful you are.

4. Money: One of the most important of the success factors is “money.” Having money in the bank gives you greater freedom and the ability to take advantage of opportunities when they come along. If you are broke, or in debt, you have very few options open to you. One of the most important things I ever learned in life is that you are only as free as your options. If you have no options, you have no freedom. If you are stuck in a dead-end job that you cannot leave because you have no money set aside, you have put a brake on your potential. You are locked in place and have no option for moving forward. You can end up spinning your wheels and losing months and years of your time by the very fact that you have no choice but to accept whatever is being handed to you.

5. Good Work Habits: The fifth of the success factors that enables you to get far more done in a shorter period of time is simply “good work habits.” Your ability to increase your ROTI, or “Return on Time Invested” can enable you to accomplish vastly more in a shorter period of time than another person who is disorganized and sloppy. Developing good work habits requires that you think before acting. You make a list and set priorities on the list before you begin. Good work habits require that you consider the likely consequences, positive or negative of what you are doing.

6. Positive Mental Attitude: The sixth success factor for your career and life is to reduce the amount of time that it takes you to achieve your goals is by developing a “positive mental attitude.” A positive mental attitude is very much a decision that you make. Remember, you become what you do. If you engage in the same activities that positive, confident, optimistic people engage in, you will eventually become one of them and live your best life possible. Anyone can remain positive when things are going well. It is your ability to look for the good in every situation that you see positive and start moving forward in life.

7. Positive Image: The seventh of the success factors you can incorporate into your lifestyle, and one that can help you achieve the best life for yourself, is the development of a positive image. People judge you by the way you look on the outside, by the way you appear. The fact is that you judge everyone else by the way they look on the outside, as well. Taking time to present an attractive image in your person, your clothing, your grooming and your accessories can have an inordinate impact on the doors that open for you and the people who are willing to help you start moving forward in your life.

8. Creativity: Creativity is another wonderful way to start moving forward in life and to increase the speed at which you achieve your goals. Creativity is something that requires that you continually look for better, faster, easier, cheaper ways to get the job done. Remember, one good idea is all you need to start a fortune.

9. Character: Perhaps the most important of the success factors to accelerating your life is your character. Self-discipline combined with honesty will open countless doors to you. Trust is the foundation of all relationships. When people know you and believe in you and are convinced that they can trust you to keep your word and do what you say you will do, they will feel that they are far more likely to get the things they want through you, to get the things they want, faster, sooner, easier and with greater certainty.

roll eek

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Management Thought – Temptations of a CEO -

The most important principle that an executive must embrace is a desire to produce results. Many executives put something ahead of results in their list of priorities: the desire to protect the status of their careers. This causes CEOs to make decisions that protect their ego or reputation or, worse yet, to avoid making decisions that might damage them. They reward people who contribute to their ego, instead of those who contribute to the results of the company.

Advice to CEOS: Make results the most important measure of personal success, or step down from the job. The future of the company you lead is too important for the customers, employees and stockholders to hold it hostage to your ego.

From “The Five Temptations of CEO” by Patrick Lencioni

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good points………….amusing but truetoungueout

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Five Temptations of a CEO – Two

Even CEOs who resist the temptation to over focus on protecting their status sometimes fail. This happens because they succumb to a different temptation: the desire to be popular.
Wanting to be well liked by peers is an understandable, but dangerous, problem for CEOs. Being at the top of an organisation is lonely. There are very few people in the company with whom CEOs spend considerable time, aside from their direct reports. Most CEOs become friends with their reports, and commiserate about the constant needs and shortfalls of employees. They develop a sense of camaraderie around their overwhelming responsibilities. It is no surprise, then, that when it comes for a CEO to tell these same people that they are not meeting expectations, they balk.
Advice to CEOS: Work for the long term respect of your direct reports, not for their affection. Don’t view them as a support group, but as key employees, who must deliver on their commitments if the company is to produce deliverable results. And remember, your people are not going to like you anyway if they ultimately fail.

From “The Five Temptations of CEO” by Patrick Lencioni
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‘Online shopping in India could touch $34 billion by 2015’
Financial Express

New Delhi: Online shopping in India which is at a nascent stage is poised to witness significant growth
in the next few years, with the industry likely to touch USD 34.2 billion by 2015.
“It is estimated, that around 27 million (in India) are active mobile Internet users. Currently 4 per cent
are buying products, through mobiles and in next four years time, it can go up to 20 per cent,”
Homeshop18.com CEO Sundeep Malhotra said.
Going by the current trend, the Industry is expected to grow at a compound annual growth rate of 57
per cent and is likely to reach USD 34.2 billion by 2015, he said.
The number of mobile users in the country is expected to touch 1200 million by 2015, Malhotra said.
Meanwhile, in order to boost online shopping, an industry wide initiative was carried out in the country
on December 12.
Under it, Google India partnered with a host of e-commerce players including Flipkart, Snapdeal,
Homeshop18, IndiatimesShopping and makemytrip to bring its own version of Cyber Monday — a term
which was created to woo people to
shop online.
As part of this event, Internet users could log on and get deals for 24 hours on that day from over 50
partners across e-commerce, local and classified, online travel sites and BFSI (banking, financial
services and insurance) industries.
“Seeing the surge in traffic and sales, we believe that this phenomena is expected to be a tremendous
success in India as well,” Malhotra said.
He recalled that "Homeshop18.com witnessed 300 per cent increase in sales with majority of its
electronics and lifestyle offers sold out by afternoon on December 12.
The significant growth in online activity in India reflects that the evolving nature of the market and the
Indian consumer, he said.
Opportunity in e-commerce are huge because of a large population base, changing consumer lifestyle
and lack of infrastructure for bigger brick and mortar stores.
With more than hundreds of websites currently operating in the sphere and many more to join the
space, it is obvious that e-commerce is going to be a game changer in India, he said.
“We believe that such an industry initiative is definite to grow and improve the overall online shopping
trend”, he added.

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good thread

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V up for Bala Bro

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Believe….

That no matter how good a friend is,
they’re going to hurt you,
every once in a while
and you must forgive them for that.

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I Believe….
That heroes are the people
who do what has to be done
when it needs to be done,
regardless of the consequences.

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*Good or Great?

Zig Ziglar*

Several years ago the Forum Corporation of Boston, Massachusetts, conducted a study of two groups of salespeople. They came from five different industries, worked in similar territories selling the same products, and had basically the same experiences and background. However, there was a substantial difference in their results. One group was getting good results and would be labelled “successful” in the terminology we use today. However, the other group was substantially more successful.

There were two major differences. The first difference was the word “trust.” The super-successful had established a reputation for integrity so their prospects and customers trusted them. Since selling is a transference of feeling, the super-successful translated that feeling of trust into more sales. Results were outstanding.

The second difference had to do with the fact that the super-successful were nice people. Despite the image that the J. R. Ewings project on television, the “good guys” and the “good gals” really do win. The J. R. Ewings of life are an aberration and end up being the biggest losers of all. The study revealed that the super-successful dealt with the receptionist at the company in the same pleasant, considerate manner they used with the president of the company. They were as gracious to the administrative staff as they were the corporate executives. This simply illustrates the fact that you can’t be one kind of person and another kind of salesperson. Their “good-guy, good-gal” images came across quite well with their customers and since customers are people, they like to deal with nice people. This really boils down to the fact that you’ve got to “be” before you can “do” and you’ve got to “do” before you can “have.” Each one of us must become the right kind of person in order to do the best job so we can have the things in life we really want.

  • Think about it. Choose to be great by being “nice” and trustworthy, and I’ll see you at the top!*
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