*Stop Serving the Feedback Sandwich*

@kanz @sweetpulp2004 @kage01 @Dak! @chinzzz

True love isn’t about being inseparable;
it’s about two people being true to each other
even when they are separated.

If you really want to do something, you’ll find a way.
If you don’t, you’ll find an excuse.

Seek always world Protections in own countries around and the world within all people Good and bad people are all at times suffering at times many ways things are Un-counted in this passing world in reality

It is not about having

right to be equal

But to have equal

right to be different.

@asoka @Tejaa @Tanuj Batra

@Magus @Tejaa @Spock

@dimepincher @Bagpiper

Internal and External Problems and How To not Look Stupid?

Some companies still wonder why they have angry clients and sometimes lose their clients?

It is a no brainer and you can only get into problems by Internal or External ones. A good example, a simple invoice with a due date is received for payment. Payment department pays the invoice but in their own converted currency equal to the amount due in the invoice by thinking that it will for sure be converted in receivers account to original currency. Receivers bank receives the payment and tells payers system that this payment cannot be processed because it is the “wrong” currency for the account to accept the payment.

So far, so good and this happens on daily basis in all industries, a simple mistake which can happen to anyone but, this simple and very easy mistake can be corrected very fast and smoothly without the client even knowing about this mistake which always makes us look stupid because we know or should know better if we would be more mindful in the internal process.

The first fix the problem test is simple, we look at the invoice and check if the invoice contains all needed, we check that the agreed is delivered and the invoice is in always ready to be paid. Now we know that the person or company waiting for the invoice to be paid is NOT the problem and have nothing to do with the problems and there should the client NOT be involved in the process.

What we need to do, pay a new time ASAP correctly in order to minimise the delay for payment! It is not the client waiting for money which should have the problems for internal problems.

We look stupid each time when we need to explain to anyone why they are not getting their money if they are not part of the problem! If they client for some reason is a part, then we invite by timely and effective communication the client to participate to solve the problem, in all other cases we do whatever we can to avoid any kind of explanations, because explaining something to someone which is not part of a problem, not able to solve the problem just simply looks, feels and indicates being stupid and unprofessional. This is the reason why customers get angry and usually just walk away. Why? Because they feel stupid too and no one likes to feel and look stupid all the time and especially in cases when everything has been done with utmost care and we are talking about a simple payment which would have gone through if done correctly according to what is stated in the invoice.

The above is a very small and simple problem but can lead to unimaginable consequences over time for any one in any business. Why? Because in some cases some companies first explain to the client that they have internal problems which the client can do nothing about and the client needs to wait until the internal problems are solved! That is stupid step 1. The next will be to get annoyed and think the client is a problem because the client is just asking where the money is, that is stupid step 2. The third next is when the internal process takes time and the innocent client needs to find temporary funding to cover with own costs the outstanding and others problems, that is losing trust, respect slowly but for sure.

The above happens all the time for all of us but we need to remember that if we do not understand what is an internal non client problem and what is an external solve problem together with client, we will always have problems with client/customer happiness and maintaining the same.

Surely all companies have internal policies to not have paid an invoice twice but this policy is in place to safeguard that we pay the invoice right from the beginning. This policy shall not be used as an excuse and explanation to the client when we do internal mistakes! Just pay the invoice again ASAP and then take risk internally without explaining and delaying customers! Internal problems are internal risks and when we have internal problems we just learn internally about the problems and then fix hem but, we should not involve or explain anything to external customer o clients because we always look stupid! It is like telling the whole world that we have no clue what we are doing 😊

If we can get this very simple and common sense in place we can then apply the same thinking and doing to everything in our business and that way create more positive and memorable experiences both internally and externally. The positive side effect will be happier customers and clients which will market us for free to others which might then be our next client or customer.

Effective, timely communication and fast low problem solving decisions are the only competitive advantage factors companies can have in any industry. Learn faster and better ways what kind of problem we are facing and how we can solve the problem smoothly and ever faster?

As long we are dealing with humans, we are dealing with emotions, trust, hopes, integrity and so forth and we are eating away a small piece of the aforementioned each time we explain anything about internal problems, company policies to anyone outside the company. Do not pass along internal problems and mistakes to external customer and clients! Fix the problems and we do not need to explain and look stupid.

Not planning to pay, not able to pay and planning to take advantage of others skills, kindness and trust with no intention to honour and fulfil contracts and agreements are then completely a different story and have nothing to do with business and solving problems!

Good luck everyone and remember to always ascertain fast the difference a solution protocols needed for internal and external temporary and solvable problems and act accordingly for the sake of creating smoothness, positive and memorable experiences because that is sales & marketing in parallel with innovation to deliver certainty and better every day every time to our self and others 😊

Jan
www.jjsundbe...om

We’re working more than ever, but we’re less happy than ever

Jake Ducey

Millennial Motivator + 3X Author With Penguin/Random House + TEDx Talker + Retreat Host + Keynote Speaker

Whether we believe it or not, we are losing the work-and-money game. We’ve put so much emphasis on getting things done, on finishing to‑do lists, on growth, and on economic demand, that we’re beginning to lose—big time.

We believed that we could continue to win if we kept our heads down and worked until our eyes fell out. We thought it was okay to feel unfulfilled as long as we kept showing up for work and getting everything done as best as we could. Only now are we realizing that this is actually having a negative effect on productivity in the workplace.

Many companies are beginning to lose lots of money, because when people aren’t happy they aren’t focused, energized, empowered, or efficient. When energy is low, so is effort and effectiveness. That’s why, according to Gallup, the US economy absorbs approximately $550 billion a year in productivity losses because employees feel disengaged, disempowered, and unfulfilled.

We’ve always believed that the rules of the game were work and growth at all costs. And now we’re seeing that there is actually a price we can’t continue to pay: we’re unhappy and we’re losing money because of it. Results flow where energy goes. And if the energy is not there, if we are not emotionally connected and stimulated or finding fulfillment, then we have no firepower. We are not energized, and we have no real happiness or connection to anything that matters to us.

This causes us to lose the game on all levels. It’s bad for us as individuals, because the whole point of work is to provide for ourselves and our loved ones, and to be happy. We’re working more than ever, but we’re less happy than ever. And businesses, nations, and economies are losing money because of it too. The economy is broken. The days add up and people are tired. Somehow we keep showing up, but we aren’t getting the results we could if we felt more fulfilled.

This is not to say that money isn’t important—it is. Money can take you from stress into comfort. It can buy some freedom. It can give you a comfortable place to live and help you support your loved ones. But at a certain point, something else needs to drive us. In fact, a 2010 Princeton University study by Daniel Kahneman and Angus Deaton found that, at the national level, making more than $75,000 per year won’t significantly improve your day‑to‑day happiness.

But somehow we continue to run through the motions, nearly working ourselves to death. The secrets to winning big time remain secret. That’s because we’ve been operating under the assumption that happiness and fulfillment do not enhance productivity and success. We’ve been playing the game by the wrong rules, falsely believing that we win by sacrificing well-being for work.

We’ve been missing some basic facts, like the Harvard Business Review’s findings that satisfied employees have 31 percent higher productivity, generate 37 percent more sales, and are three times more creative than their disengaged counterparts. Or Gallup’s discoveries that the top 25 percent of engaged workers have 50 percent fewer accidents, as well as significantly lower health costs. The game has reached a tipping point: we’ve begun to realize that we can no longer increase the number of hours and the amount of stress we put on people to raise their levels of productivity. What we’re finding is that if we want to see what people are capable of achieving, we have to create new definitions of happiness and leadership, both in and out of work.

Our work must energize, empower, enliven, and stimulate us. This secret to finding personal fulfillment, success, and productivity has been forgotten, and we have to find it again. If our daily tasks or overall objectives at work aren’t fulfilling, and the money we earn doesn’t give us that feeling, then what will bring us happiness and fulfillment? We need to find the answer to this question so we can win the game. Besides, the happier we are, the better we perform.

So the real question is: what makes us happy? A great book, All In: How the Best Managers Create a Culture of Belief and Drive Big Results by Adrian Gostick and Chester Elton, shows evidence that happy workers are more productive. However, the authors do not use those exact words. Instead of “happy,” they describe workers as “energized, engaged, and enabled.” They call their version of happiness “the three Es”:

Energized: you feel a sense of well-being and drive.
Engaged: you’re attached to your work and willing to put in extra effort.
Enabled: your work environment supports your productivity and performance. You are empowered.
If we break down what we mean by happiness, we usually find that it involves these feelings of being energized, enabled, empowered, and stimulated. We are happy when we feel seen and heard, when we feel that we are in the proper place at the proper time and feeling good.

My new book focuses on practical ways of obtaining happiness, growing our income through fulfillment, on feeling inspired to go to work, feeling valued and stimulated during the day, and feeling fulfilled in our personal lives when we return home. This is not some crazy, idealized notion. In fact, there is no other alternative for many of us. We deserve to win the game, and it is inevitable that we will continue to play it. A good number of us work most of the years of our lives, and we should feel a sense of fulfillment in our work. We are doing ourselves a disservice by perpetuating a society where the majority of people would like to quit their jobs.

@vishusgh @Smarty @mahidada

@KuttaJi @vishusgh @asoka

Will TinyOwl, Roadrunnr merger fly?

http://mnacritique.mergersindia.com/news/will-t...

The Insensitive Mechanical Mind

Once I had to teach the topic—The Vertical Filing System-vs.-The Horizontal Filing System. In those days there were no computers. In every book the dealing about the topic was appallingly mechanical and insensitive. The students simply could not bear the topic. They said that it was the most boring topic.

I had to devise a method of creating interest in that topic. Then it occurred to me that the files represent people and their problems. The psychological response the arrangement of files creates is vital. If the files are thrown away pell-mell, allowed to gather dust, no officer can escape from fatigue in advance, and the people in those files may be doomed. In those days I did not hear about the subject Ergonomics, which is concerned with making the work, lay out and arrangements interesting to the worker or at least less taxing. The topic actually is—How to reduce stress and fatigue while handling the files.

The files represent topics and people, when they create boredom, the topic and the people gradually develop unmentionability a new form of untouchability.

Withstanding setbacks and Derision

@AKA @eskimo

The quality of a person can easily be deduced on the basis of his capacity to withstand repeated failures and the smirks and derision from well wishers and also enemies. But the Derision experts always try to demoralize. They egg others to join the lynching. Easy success is simply not success at all. It is the receipt of a donation. When the mission involves the interest of millions of people, one must automatically expect derision and also the effort to egg and gang up by the derider.

The methods of derision are many. The outright boor leaves the topic and attacks you personally. He is the easiest to handle. You can ignore him, because he has become a boor in the first place, because he led a life of failures and pocketed many insults and now is trying to just get rid of the pent up revenge in negativism. He lost his capacity to understand because he just does not want to understand. The anger must be hiding inside him without his notice as a repression. Repressions are negative triggers based on bad experiences, which the conscious cannot bring out, but do lot of damage while hiding within. An expert psychiatrist can cure one of this condition. But left in the society these deriders do real damage if paid attention to.In a society they can kill missions.

But the most dangerous is the expert pretender, who puts a colour of scientific expertise to his derision. When Edison failed 2500 times before he succeeded in making the electric bulb he must have been confronted by many experts. When the attempts to develop the flying machines were made, the prevailing scientific opinion was that flying was impossible. One need not mention Einstein who was tormented by low grades, academic failure, considered unfit even for a school teacher’s job…
From the Galileo on all original thought often confronted virulent derision.

THE QUALITY OF A PERSON ULTIMATELY DEPENDS ON HIS CAPACITY TO WITHSTAND OPPOSITION AND ALSO DERISION.

We have the institutionalized mechanism for derision in the shape of low grades and low marks sheets. We have before us Modi, and Smrithi Irani, who simply cannot be discouraged by the barbs of the deriders. They did not hide behind false Degrees like those in the AAP cabinet, a clear symptom of the absence of moral courage. Unfortunately to many the low academic grade functions like a wart resulting from a hot iron brand on the face.

Ultimately the quality of a people depends on their capacity to face repeated failures and the derision of various types of people.
YM

@Plato @Spock @Magus

HOW TO SUCCEED IN A MOST SOUGHT AFTER CAREER – “CONSULTING”

To pursue/take up career in consulting is major life decision. There is no perfect model against which every entrant can be measured, but there are certain common competencies affecting the consultant’s success and his personal job satisfaction. It is felt that a good consultant brings on the table varied intellectual abilities on the one hand and on the other hand a number of distinctly personal attributes.

In consulting, particular importance is attached to analytical and problem solving abilities, as well as to special competence in the behavioural area, in communicating, and in helping other people to understand the need for change and how to implement it.

But emerging digital and robotics era has brought about a revolutionary change through the knowledge being democratised and information becoming more and more accessible to anyone the role of consultants is rapidly changing. Moreover, with more online platforms that connect business executives to relevant consultants, the role of traditional being questioned.

In view of the above fast changing environment, consultants are in a state of flux how to help organisations to provide solutions on tactical and strategic issues to clients as these clients are also equally equipped with the tools and techniques.

Consulting is also very sought after career amongst the young generations. You can find success in consulting by developing certain attributes and temperament. They make you more effective. After years of in company consulting experience, I have distilled these qualities into the following:

1.Self-Confidence

Consultants should always display high level of self confidence. Confidence is function of education, knowledge, skills, and abilities the consultants bring on the table. If consultants feel confident about their work only then they can create a confidence in their team and thereby in the clients.

Consultants should ensure that client relationship should remain at a professional level. Consultants should be able to display independence in the thinking. It is sometimes easy for consultants to take on an “employee-attitude,” which in many environments can backfire on the consultant and actually create a negative situation for the assignment/project.

3. Knowledge, Wisdom & Judgment

Consultants are required to have good judgment when confronted with a problem. We should not jump to conclusions. Consultants should take time to consider the facts and to get feedback from their peers and management before reaching a decision. In the consulting domain facts, intuition and wisdom play important role in decision – making through the consultative approach.

4. Cooperative & Collaborative – Team Player

Consultants must demonstrate that they are team players and are willing to learn from team members, genuinely valuing the input and expertise of others. It is important to establish a collaborative relationship with peers. Consultants should have high level of learning orientation and willing to learn from everyone on the project.

5. Intellectual and emotional maturity

Consultant should show stability of behaviour and action; independence in drawing unbiased conclusions; ability to withstand pressures and live with frustrations and uncertainties; ability to act with poise and in a calm and objective manner; and flexibility and adaptability to changed environment.

6. Presentation Skills

The consultant should have excellent oral and written communication skills. He should be able to take a lead and present the business case eloquence and clarity. Since we are often viewed as the subject matter expert (SME), we should be able to communicate our opinions effectively. In addition to English, it is beneficial to know the language widely used by the employees of the company. In some countries, the documentation may be in a local language.

7. Time Management

Consultants should look for ways to adjust their schedule and work style to accommodate the time-line, budget and overall requirements of the project. This is particularly true when faced with pressure to maintain high quality work within finite time and budget constraints.

8. Subject Matter Expert

Clients approach an external consultant for: 1) the client expects the consultant to have more knowledge and industry/subject expertise than the organisation’s internal resources or 2) clients do not have adequate time/confidence to solve their own business issues or implement their own projects. As consultants, they should have good enough broad knowledge to know when to ask questions and/or where to research to find solutions. At all times, the consultant should remain up-to-date by reading about informative websites, magazines, research articles and through networking with fellow consultants. Consultants should know how to apply theory into practice and also be expert in using appropriate tools (software programmes, games, etc.) to function effectively in the job.

9. Good Comprehension & Listening Skills

During the consulting process, consultants will meet senior, middle and junior level people with unique characteristics. Some will be verbose, others reticent. Having the ability to encourage others to speak and invite suggestions through ideation process is also great skill that consultant should possess. Such discussions lead to more information sharing and involvement which, in the end, can make the consulting process more streamlined.

9. Understanding Project briefs and deliverables

It is important for consultants to understand the responsibilities of their role, as well as the practices and parameters of the assignment. It is noticed that each client has a different take on what the role of a consultant entails. Clarifying your client’s expectations and deliverables beforehand may possibly be the single most important task one undertakes. The document should be well defined the roles and responsibilities on the part of the consultants and client

Remember that each client has his or her own preconceived view of the consultant’s abilities and capabilities—views that will almost certainly differ from reality by varying degrees. Clarifying what you can and cannot do, and what you are willing to do, are paramount concerns before commencing work.

10. Participative, Invite & Involve

A good consultant is always upfront and he does not beat around the bush. He gives a very clear and concise answer. He does not feel scared in saying – “I don’t know” to a question. An even better answer is “I don’t know, but I know people who do know.” Consultants do not know everything, and should not be expected to know everything.

11. Image Management

Protect your public reputation above everything else—you will not get an easy chance to repair it if it is damaged. If necessary, walk away from situations or contracts that could potentially damage your reputation. Consulting is not simply contracting by another name; it involves duties of care and levels of accountability, responsibility and integrity that may well be greater than those of the client. If that proves to be the case and you find a client’s operations and methods are not ethical, then it is time to walk away. Be selective about the clients for whom you work.

12. Credible & Trustworthy

You have to trust the people you work with. If you can listen with the heart of a student, you’ll be a better consultant in the long-run. Also, you have final say in the quality and delivery of the product, so don’t take feedback so personally – just take in what you find useful, and disregard the rest.

As with any other professional service, consulting involves a team of people working together – often on the same document or deliverable. Setting clear expectations, establishing trust, are consulting prerequisites.

To conclude, after 30 years of career in the corporate world, I will say all of this is brutally true. Consulting is career which requires great deal of design thinking, creativity, innovation, self-expression, and ability to interact with clients. Consultant should have appetite for diagnostic and research work based on which solutions could be tabled. He should be impressive in his talk and forceful in his ideas. In future, in my view ability to think ethically and differently is going to be a big differentiator in this field as most of the knowledge tools and techniques are available through online sources.

Rakesh Seth is Chief HR Mentor and ex Senior Vice President – Group HR of Lloyds Group, Thapar, Tatas & Shriram, Visiting Professor in HR & General Management areas. He is turnaround strategist. He has facilitated many workshops in the domains of Talent Management, Leadership development & Managerial Skills. He writes and is a frequent speaker

11 ways unsuccessful people mismanage their time

http://www.businessinsider.com/some-common-time...

@Tejaa @AKA