https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3420429
Alpha.Barood
Link Copied
Laundry to London: The amazing journey
- 5570
- 217
-
- Last Comment
Laundry to London: The amazing journey of JSW Steel’s Bikash Chowdhury
Akshay Sawai
Chowdhury was the first in his family to study in an English medium school. Lal’s wife Debjani offered to help with the language.
Bikash Chowdhury’s motivation to take English lessons was orange squash. The associate VP of treasury at JSW Steel was the son of a Kolkata laundryman who pressed the clothes of the family of Arun Lal, the former Indian cricketer.
Chowdhury was the first in his family to study in an English medium school. Lal’s wife Debjani offered to help with the language. And along with the tuition she always gave Chowdhury — he was about 12 then and is 39 now — a refreshing drink. “I would go every day to study because she would give orange squash,” the soft-spoken Chowdhury says in an interview over tea on a Saturday evening at his apartment in Sewri, Mumbai. With some striking art around the house, the surroundings are a world apart from the footpath in Kolkata’s Bhawanipore area where he grew up.
A relationship that started with English intensified. The Lals, who don’t have kids, took Chowdhury under their wing, and guided him to milestones. Chowdhury, splitting his time between the Lal home and his father’s pavement dwelling in Bhawanipore, went on to do BCom and MCom. Then he appeared for the CAT. In 2000, got into IIM Kolkata. Jobs with Deutsche Bank and Credit Agricole followed, including a stint in London for DB.
A new family for Chowdhury “I have two sets of parents, Mr Arun Lal and Mrs Lal and the other, my biological parents,” Chowdhury says. On his part, he has generously expressed his gratitude to the Lals. Chowdhury has gifted them a Mercedes, while driving the relatively modest Volkswagen Vento and Renault Duster.
He also financially aided the Lal family when they wanted to move from an apartment into a bungalow. As the ultimate tribute, the Chowdhurys named their daughter Arunima after Arun. Asked what kind of a person his improbable story has made him, Chowdhury says, "I hope into a better one.
I keep telling my wife Kamna that even if I am around 50 per cent of either of my fathers, I would have achieved something. I try daily to do a good deed. I have got a lot and try and give as much as I can."
Paying it forward A day earlier, he had planted trees. Two days earlier, he had fed blind people. On the day of our meeting he planned to feed stray dogs. Talking of which, Cindy, the family’s 11-yearold pet beagle, ambles in and out of the room during the interview, the pitter-patter of her paws and the tinkling of her collar bell a pleasant soundtrack to the conversation.
Another frequent passerby is the three-year-old Arunima. Sport too played a role in cementing the bond between Arun Lal and Chowdhury, who often refers to his mentor by his nickname ‘Piggy’ (Lal got the name because he likes to eat).
Chowdhury was a midfielder with Young Bengal, a first division football club. He wanted to become a pro, and would meet Lal during training. “The club was paying me around Rs 10,000 per year along with food which I felt was a lot,” Chowdhury says. "I played u-16 cricket too, but I never liked it.
I was considering becoming a professional footballer, as I played for sub-junior Bengal as well. So I was on that path, quite aggressively. Piggy encouraged me but said there were no guarantees in sport. I am very grateful he did that because I focused on studies after class 9."
The numbers challenge Chowdhury is not sure whether studying came naturally to him. But he says as a student one of his pastimes was to look at number plates of vehicles and perform random mathematical functions with the digits. He also liked to read.
And he spoke little, most times. Mathematics at IIM, however, was more daunting than the number plate variety, and he had to take help from seniors. “The first month after induction, the level of maths hit me, I thought I’m not going to make it,” Chowdhury says. "At that time I was lucky to have a friend named Manoj Goel. We are still friends. He helped me, our seniors helped us and I managed.
The institute was a really nice place and I became very popular and became a Lord, who is an informal student body head. So I would have information on the goings-on in the institute. I would tell Manoj, ‘You teach me maths, I’ll give you all the dope’." Goel, who works on the global markets team at HSBC in Mumbai, confirms he helped Chowdhury with maths, and says he benefitted from Chowdhury’s sporting nature and outlook towards life. “He was outgoing and sporty. I would be confined to my room studying,” Goel says. “He showed me there was a life beyond academics. He’s a guy you can trust your life with.”
A hard-knock attitude Chowdhury, who enjoys running and travelling to places with natural beauty, is asked if growing up on a pavement made him street smart. But street smartness to him is a small part of the overall package. “You must also be dedicated,” he says. What the road did teach him was resilience. And it helped him when he was laid off by Deutsche Bank in 2008. “Nothing bothers me,” Chowdhury says. “The first thing I did after losing my job was call Piggy and mom (Debjani). I told them to not worry and that I would get a job soon. By that time I had created a reputation for myself that I do my job and make the money (for the bank). I got a job in a week’s time (Credit Agricole).” His background has also made him more humane than the typical finance and banking industry type. “I don’t like being strict,” he says. “Which is why I get setbacks once in a while. They say I talk softly, but that doesn’t mean I’m less aggressive.”
Back to his roots When in Kolkata, Chowdhury sometimes drops by his locality in Bhavanipore. He feels blessed, but there is no survivor’s guilt. He worked hard for his success. It wasn’t just luck. In addition to studying, he did part time jobs and took tuitions. “I still have friends there and I like spending time with them,” Chowdhury says.
“Some of them are struggling. They don’t usually approach me for help. If they do I try to do what I can. They were very supportive of me in the past. They would take me out for a movie even if they weren’t earning that much. One of my earliest friends was Sukhpal. He had a dhabha. After the dhabha closed for the day we would polish off the leftovers. He’s in Bengaluru now.
About two years ago, I met him and he told me that he tells his son that study daily for an hour and you will make something of your life." Chowdhury did that. And he did that in no small measure because of Arun and Debjani Lal. Some months ago, Lal was diagnosed with jaw cancer. “He’s getting better slowly. He’s starting to eat semi-solid foods,” says Chowdhury. The two speak often. Lal, a gritty opener, never scored a Test century.
But he and his wife continue to play another, far more important innings.
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3420440
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3423048
Sometimes the people around you won’t understand your journey.
And that’s okay.
They don’t need to, it’s not for them.
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3423063
Success is that old ABC – ability, breaks, and courage.
If you find it in your heart to care for somebody else,
you will have succeeded.
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3423070
True wisdom comes to each of us when we realise how little we understand about life, ourselves, and the world around us…
- @Magus
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3423087
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3424304
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3429674
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3432229
Middle Management. Don’t Hit the Ceiling !
Rajeev Shukla
Top IT Professional / Growth Hacker / Business & Technology Leader / IT Security Market & Technology Expert
It is common in India to find a large lot of people, who have grown well during the first 10 to 15 years of their career, and then, they find themselves trapped beneath a glass ceiling. They can see the possibilities, opportunities and people up there, but, can’t seem to break that ceiling to transcend into that circle of top management.
Akin to mid-life crisis, their is middle manager dilemma, largely caused by ..
Self doubts
Un-clarity
Lack of understanding of ‘What is important’
Some of the most valued attributes and qualities, which are acquired and honed while one spends time at middle management level, become a common quality, when it comes to senior or top management. One of the biggest challenge most of mid level managers face is exactly pin pointing ‘What is important’ and then how to hone that skill, attribute or competence.
Here are some of the key things, which become exceptionally important when one transitions or else wants to transition into senior management.
Most of the people spend a lot of their time with their own teams or else talking to their managers and building a relationship up and down the chain. Over a period of time, this becomes the habit and, one thinks those are the only ones and at least only important ones, which need to be nurtured and maintained.
When you move to senior leadership or else when you aspire to be move, lateral relationship with your peers and their views of you become important. Very important. Majority of the good organization would not get someone promoted into senior management, unless there is a good opinion about the person from his peers. Given that one has very little influence and opportunity to build and nurture lateral relationships, for quite a many mid level managers this lateral relationship and managing it remains a mystery.
The key here is, time and attention. You are not likely to build a lateral relation with a peer of yours if you don’t bother stepping out of set mold of your work domain. Your daily routine, your daily rigor, forces you to interact and build a relationship up and down but it does not force you to build one with your peer.
Outsiders’ Perspective. View from Top !
Most of the people, while they grow, are naturally driven by eco system of organization to develop deeper and wider perspective on things. And, many who grow to a few layers of management, will indeed develop a good perspective on things. Things here means, ‘business’, ‘people’, ‘organization’, or anything related to these.
But, there is an additional view of the world, which one can call alternative view, is outsiders perspective. This is a view of things/state, which one has when one gets into a new organization or new place. Most people loose the benefit of this alternative / outsiders view within six months of their presence in organization.
Senior management, well some of them, have an ability to retain this outsiders perspective on a perpetual basis, irrespective of how much time they have spent within the organization.
This is a difficult attribute to develop. And, the key word here is ‘reading wider’ and ‘being curious’. When one reads beyond the confines of their own industry or segment, one develops an ability to “create an outsiders view” while living within the system.
People Connect. Personal One !
A lots of top management is identified with their ability to recollect someone’s name even after long gaps. You will find stories and articles, that, how a leader recognized someone, though they met after five years. This is not a coincidence. this is not selective story either. Quite a many senior leader, have an uncanny ability to connect with people, and, keep them in their memory, even if they met the person for a short time.
Most of the mid level managers are in a rush to make an impact or else make a point, and, hence completely bypass the opportunity to make a connect with the person they are meeting.
The key here is attention to ‘person’. Most of the time, one is lost in designation, interest, conversation and formal setup so much, that, you do not really meet the person, who is shaking hands with you. Taking a moment, to look and connect before one gets busy into the official or random chitchat can develop an ability to remember people and their names.
Leaving a Mark. Always !
Top leaders would always sound clear, specifically on the key topics/areas, no matter where they are and who they are speaking to. They will be able to make a point and make sense, irrespective of the type of audience they have in front of them. They will always sound ‘with a sense of purpose’ in whatever they say.
This is a practice thing. Most of the top leaders cultivate the ability create a clear ‘Thought Framework’ on variety of topics and areas. And, they mostly converse & communicate with people using that framework. Clear view and a rationalized view on things/topics is something which will never miss leaving a mark.
Most of the mid level managers, translate the power of communicating clearly to ‘speaking more’. And, they keep themselves trapped into verbosity and vanity.
Disconnect. Cut and Dry !
Quite a many times mid level managers get caught into natural human tendency of living, cherishing or criticizing the past. The ‘events’, ‘people’ or ‘things’, which took place in past. Sometime this also leads to major conflicts and road blocks. It also causes loss of focus and productivity for mid level managers.
Most of the senior / top leaders, though “deeply involved” in all aspect of their work, are quick to disconnect with something or someone when they want to.
And, they can do it ruthlessly. Once they drop something from their “horizon”, they completely disconnect from it. They will not bother looking back or chatting about something which has no relevance to ‘what is needed today’.
The key here is to be progressive and keep a ‘forward looking’ state of mind.
These are some of the ‘key attributes’ of top management / leadership, which loads of mid level managers would never graduate to. For the most part, because they develop a blind sight on these ones. These attribute are neither procedural. Nor these come handy in some ready to consume ‘management templates / books’.
But, paying attention to these and nurturing them over a period of time will go a long way for a mid level manager to transition into senior leadership.
Rajeev Shukla
Top IT Professional / Growth Hacker / Business & Technology Leader / IT Security Market & Technology Expert
It is common in India to find a large lot of people, who have grown well during the first 10 to 15 years of their career, and then, they find themselves trapped beneath a glass ceiling. They can see the possibilities, opportunities and people up there, but, can’t seem to break that ceiling to transcend into that circle of top management.
Akin to mid-life crisis, their is middle manager dilemma, largely caused by ..
Self doubts
Un-clarity
Lack of understanding of ‘What is important’
Some of the most valued attributes and qualities, which are acquired and honed while one spends time at middle management level, become a common quality, when it comes to senior or top management. One of the biggest challenge most of mid level managers face is exactly pin pointing ‘What is important’ and then how to hone that skill, attribute or competence.
Here are some of the key things, which become exceptionally important when one transitions or else wants to transition into senior management.
Most of the people spend a lot of their time with their own teams or else talking to their managers and building a relationship up and down the chain. Over a period of time, this becomes the habit and, one thinks those are the only ones and at least only important ones, which need to be nurtured and maintained.
When you move to senior leadership or else when you aspire to be move, lateral relationship with your peers and their views of you become important. Very important. Majority of the good organization would not get someone promoted into senior management, unless there is a good opinion about the person from his peers. Given that one has very little influence and opportunity to build and nurture lateral relationships, for quite a many mid level managers this lateral relationship and managing it remains a mystery.
The key here is, time and attention. You are not likely to build a lateral relation with a peer of yours if you don’t bother stepping out of set mold of your work domain. Your daily routine, your daily rigor, forces you to interact and build a relationship up and down but it does not force you to build one with your peer.
Outsiders’ Perspective. View from Top !
Most of the people, while they grow, are naturally driven by eco system of organization to develop deeper and wider perspective on things. And, many who grow to a few layers of management, will indeed develop a good perspective on things. Things here means, ‘business’, ‘people’, ‘organization’, or anything related to these.
But, there is an additional view of the world, which one can call alternative view, is outsiders perspective. This is a view of things/state, which one has when one gets into a new organization or new place. Most people loose the benefit of this alternative / outsiders view within six months of their presence in organization.
Senior management, well some of them, have an ability to retain this outsiders perspective on a perpetual basis, irrespective of how much time they have spent within the organization.
This is a difficult attribute to develop. And, the key word here is ‘reading wider’ and ‘being curious’. When one reads beyond the confines of their own industry or segment, one develops an ability to “create an outsiders view” while living within the system.
People Connect. Personal One !
A lots of top management is identified with their ability to recollect someone’s name even after long gaps. You will find stories and articles, that, how a leader recognized someone, though they met after five years. This is not a coincidence. this is not selective story either. Quite a many senior leader, have an uncanny ability to connect with people, and, keep them in their memory, even if they met the person for a short time.
Most of the mid level managers are in a rush to make an impact or else make a point, and, hence completely bypass the opportunity to make a connect with the person they are meeting.
The key here is attention to ‘person’. Most of the time, one is lost in designation, interest, conversation and formal setup so much, that, you do not really meet the person, who is shaking hands with you. Taking a moment, to look and connect before one gets busy into the official or random chitchat can develop an ability to remember people and their names.
Leaving a Mark. Always !
Top leaders would always sound clear, specifically on the key topics/areas, no matter where they are and who they are speaking to. They will be able to make a point and make sense, irrespective of the type of audience they have in front of them. They will always sound ‘with a sense of purpose’ in whatever they say.
This is a practice thing. Most of the top leaders cultivate the ability create a clear ‘Thought Framework’ on variety of topics and areas. And, they mostly converse & communicate with people using that framework. Clear view and a rationalized view on things/topics is something which will never miss leaving a mark.
Most of the mid level managers, translate the power of communicating clearly to ‘speaking more’. And, they keep themselves trapped into verbosity and vanity.
Disconnect. Cut and Dry !
Quite a many times mid level managers get caught into natural human tendency of living, cherishing or criticizing the past. The ‘events’, ‘people’ or ‘things’, which took place in past. Sometime this also leads to major conflicts and road blocks. It also causes loss of focus and productivity for mid level managers.
Most of the senior / top leaders, though “deeply involved” in all aspect of their work, are quick to disconnect with something or someone when they want to.
And, they can do it ruthlessly. Once they drop something from their “horizon”, they completely disconnect from it. They will not bother looking back or chatting about something which has no relevance to ‘what is needed today’.
The key here is to be progressive and keep a ‘forward looking’ state of mind.
These are some of the ‘key attributes’ of top management / leadership, which loads of mid level managers would never graduate to. For the most part, because they develop a blind sight on these ones. These attribute are neither procedural. Nor these come handy in some ready to consume ‘management templates / books’.
But, paying attention to these and nurturing them over a period of time will go a long way for a mid level manager to transition into senior leadership.
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3435240
The biggest mistake new leaders make
Alex Malley
Chief executive at CPA Australia
Recently I was asked to single out the leadership challenge that I think inexperienced managers struggle with the most.
To me, it’s the common misconception that every last detail should wear the leader’s fingerprint. I see it all the time, the young manager exhausting their time and energy, as well as everyone’s patience, attempting to stamp their input onto every single task.
They’re not doing it to be difficult; they simply believe it’s what they’re supposed to do.
Why I think young leaders struggle with this is because up until this point they’ve been the captain of their own ship. Their number one priority has been their own performance. Then, when they all of a sudden find themselves accountable for other people’s performance, they instinctively tighten the reins and try to be across every last detail because they feel that’s the best way to manage outputs. Some simply feel that their way is the only way, which is a very narrow-minded and demoralising approach.
And so the micromanager is born – the fundamental negative consequences of which are threefold:
A swelling bottleneck of uncompleted minor outputs, all of which require the manager’s feedback;
A claustrophobic environment where people are unaccountable, uninspired and under challenged;
And, probably the most significant issue, the leader never learns how to trust people
Naturally, it’s much easier in a small team to keep a close eye on the progress of delegated tasks, but if you aspire to climb the ranks and manage larger groups of people, it’s essential to find the confidence to empower people to get the job done.
It’s a leader’s responsibility, and in everyone’s best interests, to create a working environment where people can develop their skills and confidence. People need opportunities and a level of autonomy to test themselves and learn from their mistakes. This will help the leader to identify team members’ individual strengths and weaknesses, and manage accordingly. This is the most effective method in building a team you can depend on.
What works for me is rewarding an individual’s consistent, high performance with increased opportunities to step outside of their comfort zone. Anticipate that they will make some initial mistakes but, in the long-term, they will likely rise to the occasion, affording you the time and comfort to focus on bigger picture priorities.
What’s also important is setting a clear expectation: ensuring your team members understand the activities that require your input, and those you believe they’re capable of managing on their own. Some grey area may still exist, so set some ground rules for feedback, such as offering a recommended solution to a problem rather than just flagging it with you. This will help them to develop their problem solving ability and confidence.
While the direction and overall quality of a team’s outputs ultimately rests on the leader’s shoulders, every aspect of day-to-day activities should not – that’s an impossible expectation. And like any bad habit, it’s best to overcome the tendency to micro-manage sooner rather than later. Some people spend their whole careers struggling to get the balance right. Some people never learn how to trust others.
Remember that leadership is always about the people. If you can’t trust the people you’re managing to do their job, you should ask yourself why this is. Is it them, or is it you?
Culture is king
Don’t Get Caught Making These New-Employee Missteps
Are you a bad boss?
Stop being so forgettable
Why aren’t you an effective speaker?
Are you really a good team players?
Why is no one listening to you?
Jordan Spieth: the leadership lessons
Are you a dud negotiator?
Does your boss make the grade?
Leadership lessons from a janitor
Just suck it up
Put yourself first
Why I hire people without experience
Why did someone else get your promotion?
How to spot (and avoid) a horrible boss
Are office politics destroying your career?
Stop sending out boring resumes
Are you a dud in meetings?
Delegate you control freak!
I quit! (Are you sure?)
My mother’s depression made me a better leader
The four states of Warren Buffett
You’re hired! The 6 characteristics I look for in a job applicant
About Alex Malley: Alex Malley FCPA is the chief executive of CPA Australia and the host of the Nine Network television series In Conversation with Alex Malley. Alex is also a contributor to The Huffington Post and he is a regular business commentator on the Nine Network’s The Today Show and Sky News Business. Follow Alex on Twitter.
Dream big, pursue your passion and be inspired.
From suspended schoolboy to disruptive CEO, Alex Malley has lived a life rich in success and mistakes. His new book, The Naked CEO, is filled with intriguing stories and outstanding advice from someone who has lived it. Available now from all good booksellers globally.
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3436278
WHO IS S. R. KHAN ? Do we know him ? Some interesting Facts and Facets about King Khan:
1. He’s the grandson of a freedom fighter
Shah Nawaz Khan
,
who was
a
Major General
in the
Indian National Army under Netaji Subhash Chandra Bose.
2. His father was also a freedom fighter who migrated from Pakistan to Delhi during the time of Partition. He is also a recipient of Tamra Patra from Indian Govt.
3. Only Indian to have a Statue in Grevin Museum, after Gandhiji.
4. Only Indian to be the 2nd Richest Actor in the world, more richer then Hollywood giants like Johnny
D
epp, Tom Cruise (after doing all his Charity).
5. A rare species of orchid, Ascocenda Shah Rukh Khan, was named after him in Singapore.
6. Only Indian who is honoured with the prestigious Brand Laureate Legendary Award for his unmatched contribution to the world Cinema by Malaysian government.
7. Only Indian after Amitabh to be crowned by Moroccan king.
8. Only Indian to be invited at Yale University, USA.
9. In 2010 he was invited to ring the opening bell of NASDAQ stock exchange, USA (world’s biggest stock exchange) in New York.
10. Only Actor along with Dilip Kumar to win most no of Filmfare Awards.
11. James Cameron: “I only want to come to Mumbai for an autograph of SRK.”
12. He is the most popular superstar in those places where Indian movies don’t even release.
13. He has the most expensive house…….sorry…..Palace in Bollywood, coming from a middle class family with no parents to support him. (he’s one of the highest tax payers in the country too).
14. He currently holds record of Longest running movie of Indian Cinema I.e, DDLJ
15. He Donated 2.5 million Indian rupees to PM, Manmohan Singh for Tsunami Relief camp
.
16. In NDTV’s Greenathon event of 2009, he adopted 5 villages and Adopted further 12 villages in 2012 event.
17. Government of France awarded him both the Ordre des Arts et des Lettres and the Légion d’honneur – The greatest honour of France like Bharat Ratna in India.
18. He was honoured with Rajiv Gandhi Award for “Excellence in the Field of Entertainment” in 2002.
19. He was conferred the honorific Datuk title by the head of state of Malacca in Malaysia in 2007
.
20. He was also honoured with an honorary doctorate in arts and culture from Britain’s University of Bedfordshire in 2009.
21. In 2008, SRK named by Newsweek as one of the 50 most powerful people in the world.
22. Recently He became 2nd Indian who got awarded with an honorary doctorate by the University of Edinburgh after DR. APJ ABDUL KALAM.
23.In 2013 SRK Appointed as goodwill ambassador by the government of South Korea.
24. In 2014 He was honoured with Global Diversity Award at the State Room of Britain’s House of Commons. Britain’s Parliament honoured the king khan.
25. He was awarded Best Indian Citizen Award in 1997 by the government of India.
26. And also the Padma Shri, India’s fourth highest civilian award from the Government of India in 2005.
27. In 2007 – His lifelike wax statue was installed in London’s Madame Tussauds wax museum. Due to high demand Additional versions were installed at Madame Tussauds museums in Los Angeles, Hong Kong, and New York in 2010.
28.In 2009 He was given a Black Belt Honorary in taekwondo by the South Korean government.
29. Also in same year 2009 he was awarded with an honorary doctorate in arts and culture by the University of Bedfordshire
30. In 2010 he became the first Indian actor to be given the rare honour of signing the guest book at Berlin’s Town Hall.
31. In 2011 he became the first Bollywood actor to be featured on the cover page of Los Angeles Times, he has also been featured on time Magazine’s cover page twice.
32. He was also invited to Harvard University for giving a lecture to its students. He is also world’s “first” actor to be invited at Google and Twitter headquarters.
33. He donated all the prize money KKR won in 2014, 15 cr rupees to the children hospital in Kolkata and Mumbai.
34. He is the only Indian to win UNESCO’s Pyramide con Marni award for his support of children’s education.
35. He saw his father dying in front of him cause he had no money, his father died of cancer. So now he runs a free cancer ward in Lilawati hospital, Mumbai and very few people know about this.
I could have added more but I think it’s enough, Shah Rukh Khan never beat the drums of his charity work. He, in an interview with CNN, said “My friends advice me to have Photographs whole doing charity but I don’t believe in it”. It’s Really important to highlight because People think he’s selfish and greedy.
No one can achieve what he has achieved in the last 20 years. He started at zero and reached at top. He was a common man came from a poor background with no parents and one mentally unstable Sister to be taken care of. He achieved everything through dedication and hard work.
He fell in love with a non-Muslim girl and married her without converting her religion. He hasn’t even forced his religion into his children either and gave them the right to choose their religion once they get matured.
In short, a role model and a
true
example of Secularism.
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3437844
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3438874
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3439511
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3441416
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3442197
Today was a special day for me, personally and professionally. I was Called to the Bar by the Law Society of Upper Canada. I will never forget the day when I was in Croatia – the country I was born in and the country in which I lived 6 years in the war – and the moment where as a 9 year old, I told myself that one day I will stand for fairness and justice because I know how injustice feels like. Today the licence that was given to me is the most powerful tool – tool which I will use to make our justice system a better system for all Canadians. I will not settle for anything less than an improved system that makes this country the best country in the world!
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3443154
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3443157
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3443160
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3443279
New Arrivals at London
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3444241
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3447673
Just watched Independence Day: Resurgence and saw my name on the credits in the big screen for the first time. Seeing that reminded me of the time back in 2006 when I was sitted on my bed writing my first short film script and telling my mom that someday I was going to have my name in a big movie. That day arrived and I can’t explain what I’m feeling right now. I had a lot of fun watching the movie and I’m tremendously proud of my talented friends at Scanline VFX that worked hard to get it done.
Paul H. Paulino
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3452589
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3454199
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3465182
How to Change Your Life
We like to think that all of the things we believe in our minds are factually true, but they often are not.
Because our brains don’t delineate between true and false. The brain doesn’t inherently know what is accurate and what is false.
So, instead we simply believe whatever we tell ourselves most often.
Whatever we hear or assume over and over again is what we accept as truth.
The human brain is much like a computer. It just enacts whatever programming has been put into it.
Like a computer, it also doesn’t delineate between good and evil, positive or negative, right or wrong.
Your brain simply does whatever you tell it to do.
And it believes whatever you tell it to believe.
Which is why self-talk matters.
And it matters gravely.
Because what you tell yourself about yourself is what eventually becomes true for you.
And if you’re like most people, you probably don’t even monitor the things you say about your own life.
Or if you do, you might think the whole concept of self talk is hokey- but it is not.
You are the author of your own life.
You dictate who you become by allowing certain thoughts to reprocess over and over and by disallowing others.
Your beliefs are not based on what is fact as much as they are based on repetition.
Just ask anyone who found out later in life that they were adopted, or discovered that a family legend never really happened. Or ask anyone of the millions of people who use to believe the world was flat, the sun revolved around the earth or that air travel was impossible.
They all had things in their mind that they “knew” for sure were true.
Until one day they found out they weren’t.
Similarly, you have beliefs about your own life that you accept as truth that aren’t really true or unchangeable. You have beliefs about what your capable of, what is possible for you, what you’re good at, and who you’re destined to be.
And whatever those thoughts are will determine your limits.
They will determine your happiness.
And they will determine your path.
So choose the words you use to describe yourself carefully.
You can’t call yourself fat and think it’s going to help you get in shape.
You can’t say you’re terrible at something and think it’s going to make you better.
You can’t tell your mind that you don’t deserve something and think it’s going to ever show up for you.
Because your brain will believe whatever you tell it to believe. And it will lead you to arrange your life in a way to allow for those beliefs to take shape as your reality.
So retire your self-limiting beliefs.
Destroy your old boundaries.
Let go of the negative things you were yesterday.
And rewrite your future.
Reinvent your possibilities.
And redefine the person you are becoming.
Do that now and never stop.
Rory Vaden
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3466021
Homes for the homeless..
.
.India’s 1st Container Home.. used 2 old shipping containers to create a house equipped with a Living room, Bedroom, Kitchen, Bathroom and Balcony….Shipping containers are ideal building blocks for making comfortable, modular, cost-effective and eco-friendly houses..
.Photo courtesy Container Solutions India!!
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3468306
@Beinghuman "@CrazyTroll ":http://www.desidime.com/users/...34 @newdduser @cybertechie @sence @dealyogi @mdeal001 @DealsStreet
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3468812
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3469583
@B@R_0_0_D wrote:
@19 Female Gurgaon @SmartGuy @Smarty @BUTTERFLYBOY @perry
@Ashwin @Tech_geek @Atlantic
oh yes.
My mom stopped thrashing me today when I showed her this post.
https://www.desidime.com/discussions/laundry-to-london-the-amazing-journey?page=2#post_3473552
Click here to reply
Reply
![Pansari Kacchi Ghani Mustard Oil Plastic Bottle (Sarson Tel) 1L [location specific]](https://cdn2.desidime.com/topics/photos/1780421/medium/Screenshot2024-04-25at9.29.19PM.png?1714060899)
