Snippets - Vijay Chandhran

An engineer is a person whose bases decision on facts. But there comes a time in the life of any engineer when he must make a guess. And a good engineer never guesses wrongly.

If given all the facts, any person can make the right decision. But it takes a hell of good person to collect all the facts.

“The voice of intelligence is soft and does not go far before it is heard”

“Experience is what you have got when you are too old to use it”

“A memo written in anger should be put in your desk overnight. The next day it should be re-read. There will be a 90% chance that you will not send it.”

How to Make Your Own Jargon
Take any word from the first column, combine it with any from the second column, then add any in the third column

Total ---------- Organization ---------- Flexibility
Systemized --------- Monitored ---------- Capacity
Integrated ---------- Management ---------- Options
Parallel ---------- Reciprocal ----------- Mobility
Functional ---------- Digital ---------- Programming
Responsive ---------- Logic ---------- Concept
Optical ---------- Transitional ---------- Time Phrases
Compatible ---------- Third generation ---------- Contingency
Balanced ---------- Policy ---------- Decision
Modified ---------- Executive ---------- Preclusions
Subordinated ----------- Multiphase ---------- Imputation
Restructured ---------- Motivational ---------- Issue
Orchestrated ---------- Tactical ---------- Framework
Horizontal ----------- Qualitative ---------- Procedure
Correlated ----------- Deliberative ----------- Rejection

“Measure wealth not by the things you have,
but by the things you have that you wouldn’t
sell for money.”

“The best and most beautiful things
in the world cannot be seen or even touched.
They must be felt within the heart.”

DO YOU SAY WHAT YOU MEAN…
OR MEAN WHAT YOU SAY!

WHAT IS SAID ----------------------------------WHAT IS MEANT
Under consideration -----------------------------------Will have shot at finding file…
Being dealt with… --------------------------------------Have found the file …
Pending… ------------------------------------------------Either lost or stuck in wrong file
For action as necessary … ----------------------------Do you know what to do with it? I don’t
For action as indicated … ---------------------------- Do as you are told, don’t ask questions
Please clarify … ---------------------------------------- Are you nuts or am I?
Please expedite … ------------------------------------- For heaven’s sake, try!
Expedite and explain delay … -----------------------It had better be a good story
Copy to head office … ---------------------------------Serves you right
Your attention is drawn to … ------------------------Don’t you read anything?
You will remember … ---------------------------------You have forgotten or never knew
Copy attached for easy reference -------------------Expect you’ve lost the previous one
Your reference blank, undated ----------------------What, no filing system?
Not fully conversant … --------------------------------Completely clueless
It had been reported -----------------------------------It is rumoured on the shop floor
Through the normal channels … --------------------Round and round the mulberry bush
Passed to higher authority … ------------------------Laid to rest in a more sumptuous room
In the very near future … -----------------------------Pujas perhaps?
Awaiting your instructions … ------------------------Make up your mind
Confirming our telephone conversation -----------That puts me in the clear
You will be advised in due course -------------------We’ll let you know after we’ve worked it out
--------------------------------------------------------------for ourselves

A survey is being made --------------------------------We’re busy thinking up an answer.

“Dreams leads us on thoughts,
Thoughts lead on to purposes,
Purposes go forth in action,
Actions form habits,
Habits decide Character
And Character fixes our Destiny !!!”

Keep it simple:
Two Americans once visited Oxford University and were delighted when they were told that they would be spending the night in the very room where Mahatma Gandhi once stayed. However, there were two beds in the room and they didn’t know which one had been Gandhi’s. So they set their alarm for the middle of the night and when it rang, changed beds. That way, they reasoned, each of them could say he had slept in a bed that Gandhi had once slept in. The next morning they proudly told there host what they had done.
He smiled as he said: “Ah, but when Gandhi slept here, he slept on the floor.”


You are at the top when:

1. You clearly understand that failure is an event, not a person; that yesterday ended last night and today is a brand new day.

2. You have made friends with your past, are focussed on the present and are optimistic about the future.

3. You know that Success (a win) doesn’t make you, and failure (a loss) doesn’t break you.

4. You are filled with faith, hope and love; and live without anger, greed, guilt, envy or thoughts of revenge.

5. You are mature enough to delay gratification and shift your focus from your rights to your responsibilities.

6. You know that failure to stand for what is morally right is the prelude to being the victim of what is criminally wrong.

7. You are secure in who you are, so you are at peace with God and in fellowship with man.

8. You have made friends of your adversaries and have gained the love and respect of those who know you best.

9. You understand that others can give you pleasure, but genuine happiness comes when you do things for others.

10. You are pleasant to the grouch, courteous to the rude and generous to the needy.

11. You love the unlovable and give hope to the helpless, friendship to the friendless and encouragement to the discouraged.

12. You can look back in forgiveness, forward in hope, down in compassion and up with gratitude.

13. You know that ‘He who would be the greatest among you must become the servant of all”.

14. You recognise, confess, develop and use your God given physical, mental and spiritual abilities to the glory of God and for the benefit of mankind.

15. You stand in front of the Creator of the Universe and HE says to you, “Well done, thou good and faithful servant”.



Famous Quotes…

“He is happiest to be the King or Peasant, who finds peace in his home.” – Wolfang Von Goethe.

“No matterunder what circumstances you leave it, home does not cease to be home. No matter how you lived there – well or poorly.” – Joseph Brodsky.

“On Attitude:- Get the right perspective.” When Goliath came against the Israelites, the soldiers all thought, “He’s so big, we can never kill him.” David looked at the same giant and thought, “He’s so big I can’t miss.” – Russ Johnston.

“On Dictatorial Bosses:- It is impossible to learn anything important about anyone, until we get him or her to disagree with us; it is only in contradiction, that character is disclosed. That is why autocratic employers usually remain so ignorant about the true nature of their subordinates.” – Sydney J. Harris.

‘There are no secrets to Success: Don’t waste time looking for them. Success is the result of perfection, hard work, learning from failure, loyalty to those for whom you work and persistence.” – Colin Powell.

‘He’s truly valiant, that can wisely suffer. The worst that man can breathe, And make his wrongs, his outsides; To wear them like his raiment, carelessly, And ne’er prefer his injuries to his heart.” – Shakespeare.

“Here is the world and it is full of misery. Go out into it as Buddha did and struggle to lessen it or die in the attempt. Forget yourselves; this is the first lesson to be learnt, whether you are a theist or an atheist, whether you are an agnostic or a Vedantist, a Christian or Muslim. The lesson obvious to all is the destruction of the little self and building up of the Real Self.” – Swami Vivekananda.

“Tell me and I forget; Show me and I remember; Involve me and I understand.” – Chinese Proverb.

“People are often unreasonable, illogical and self centred; Forgive them anyway.” – Mother Theresa.

“If words were leaves on an autumn forest floor, Oh what a bonfire mine would make. If words were little drops of water, You would drown if I said ‘I Love You’.” – Spike Milligan.

“It is pointless to complain that crime and sin receive more publicity than exemplary behaviour. It is, on the contrary, a matter of some satisfaction, that evil is still regarded as news. It will be a sad day, if integrity and goodness become so rare as to be featured in the papers.” – Cardinal Heenan.

“Life is a card game in which everyone is dealt a hand that he must accept. His Success will depend on his playing it as well as it can be played. A very large proportion of failures in life occur, because we refuse to do this and instead insist on playing the hand that they think they should have been dealt.” – Lord David Cecil.

“Having a place to go – is a home, Having someone to love – is a family. Having both is a blessing.” – Donna Hedges.

“Kind hearts are the garden, kind thoughts are the roots, kind words are the blossoms, kind deeds are the fruits.” – John Ruskin.

“When two people are under the influence of the most violent, most insane, most delusive and most transient of passions, they are required to swear that they will remain in that excited, abnormal and exhausting condition continuously, until death do them apart.” – George Bernard Shaw.

“And all work is empty, save where there is love; And when you work with love, you bind yourself to yourself; and to one another and to God.” – Rohit Gibran.

“Not in the clamour of the crowded street, Not in the shouts and plaudits of the throng, But in ourselves, are triumph and defeat.” – Longfellow.

“Instead of thinking about where you are, think about where you want to be. It takes twenty years of hard work to become to become an overnight Success.” – Diana Rinkin.

Meetings - Vijay Chandhran

Decision Making

The reason for having a meeting, is to make a decision. Information may be given in the form of a presentation and questions or discussions follow, but it is to get a sense of consensus, that the meeting has been arranged in the first place. Achieving this, in the most time and cost-effective manner possible, is a goal that everyone attending must share. The rational decision process, includes the following steps:

 Study / discuss / analyse the situation;
 Define the problem;
 Set an objective;
 State imperatives and desirables;
 Generate alternatives;
 Establish evaluation criteria;
 Choose among alternatives;

One other aspect of decision-making, is the necessity for participants in the meeting, to be aware of one another’s needs & perceptions. If these are not effectively communicated, if there is insufficient degree of understanding of one another’s requirements, then an acceptable conclusion is unlikely to be reached.

Decision making is not always an identifiable activity. Frequently, the discussion can evolve into a consensus, which can be recognised and verbalised by the Leader, without the need to “put things to the Vote”. The part, a Leader plays in formulating a decision, is dealt with in detail.

 Define the objectives and set an agenda and timetable;
 Ensure that each step in the agenda is covered, conclusions reached and recorded, while simultaneously preventing discussion on any single item, from taking so much time, that the remainder needs to be cut short;
 Introduce each item on the agenda briefly and have a list of points for discussions ready;
 Structure contributors, so that no one with something to say is ignored, while simultaneously preventing anyone from dominating the discussion;
 Bring the meeting to order if it drifts;
 Keep control of participants and not let sidebars occur;
 Allow, and even courage, disagreement, but prevent arguments getting heated;
 Contribute to the discussion and keep it moving, by asking probing questions, without allowing his own views to dominate.
 Summarise decisions, ensure that they accurately reflect, what has been said, then have them recorded and minutes circulated by the Secretary;
 Indicate what action is to be taken and by whom;
 Arrange any further meetings, which may be necessary and identify the purpose of them;
 Ensure that participants understand issues and why they are being discussed;
 Clarify complex issues and prevent misunderstandings;
 Not to avoid difficult issues, but make some attempt to resolve them, or establish a means for resolving them, before the next meeting.
 Postpone discussion to another occasion, if there is incomplete information available, to reach a reasonable conclusion.

The participants, in order to make their contributions significant and worthwhile, should:

 Prepare thoroughly, having any facts and supporting data ready and immediately available;
 Make points clearly, succinctly and positively;
 Avoid talking too much or being repetitive;
 Avoid speaking, if they have nothing to say;
 Avoid speaking, if you don’t know what you are talking about, or have not heard enough to formulate a considered opinion;
 Ask questions, rather than make statements, if they are not sure of their ground, or still thinking through their views;
 Fight for their views, but know when to quit;
 Remember that decisions made in committee, can be reversed in general meetings;
 Provide feedback for the Leader;
 Fulfil any agreed actions;

There are certain talks concerning observation, that both the Chairman and the participant will find useful, for understanding the reasons, why a meeting is going the way it is. Look at:

 Who talks to who;
 Who avoids eye contact or doodles;
 Reactions to what you are saying, but also see how various people react, to what others are saying;
 Who waits for whose response, before speaking or expressing an opinion;
 Who looks at who, when speaking to see, what response they are getting;
 Reactions to the Leader or Chairman who might, incidentally, not to be one and the same person;
 Who is the actual Leader of the group and who wants to be Leader of the group.

The Effective Chairman is recognisable by his / her ability to:
Enjoy what he / she is doing;
Guide the group through its discussions, without having a direct influence on its decision;
Use control and discipline to ensure, that the task or agenda are completed efficiently.

An Effective Leader “must be able to analyse each situation, decide what is needed to move forward and take the necessary action to achieve the objective”. He / she must also be able to stimulate discussion, elicit information and opinions and generate an exchange of views, which lead to fair basis for making decision, or reaching a conclusion, satisfactory to all. The Leader must tie things together, perhaps sketching best and worst way scenarios and facilitating decision making, without actually imposing or directing too overtly.

Interaction

Meetings are all about interaction. The subjects discussed so far, all focus on this one theme. The design of the room, the composition of the attendance list, the design of the agenda, are all intended to ensure that there is interaction, between participants. It doesn’t really matter, if you are speaking to people from out front, sitting on a higher seat or stage, having a group discussion with seats arranged in circles, rows or horseshoes. We must determine, the best position in any circumstances, to achieve our aims. Whether standing or sitting, when speaking, with coat off, tie loosened and shirtsleeves rolled up, the point is to get down to business, let people have their say and satisfy the objective set.

Documentation

One of the first tasks of any Chairman is to appoint a Secretary. Everyone present at a meeting and often many, who were not present, need to have written minutes showing:

 Who was in attendance;
 Who should have been in attendance, but had to send apologies;
 What was on the agenda for discussion;
 What was actually discussed and the main points of that discussion; what conclusions were reached;
 What tasks were assigned and to whom;
 The time, date and place of the next meeting;
 The provisional agenda for the next meeting.

Hidden agendas are often brought to meetings, as are preconceptions, prejudices and other excess baggage. It is incumbent on all participants, and especially Leaders, to look for these and respond to them.

Empathising

Briefly, putting yourself in the other guy’s place.

Salesman role play at being Customers.
Managers “buy” and “sell”.

We need to see both sides of each coin, in order to play our own roles properly. Words and actions always come in pairs. We:

 Speak and listen;
 Read and write;
 Can’t have one without the other.

Communication must be two-way transaction.

Leadership styles

 Establish who is in charge;
 Know what you want to accomplish;
 Know what you want the meeting to accomplish;
 Let people know what you expect;
 Find out what others expect the meeting to accomplish;
 Find out what others expect of you;
 Take being a role model seriously;
 Expect others to be self-motivated, but don’t count on it;
 Understand that the quality of your Leadership, is determined by the methods you choose, to motivate others.

Briefly, the style of Leadership, which can be adopted is:

 The dictator dominates and harangues, in order to get group agreement;
 The scoutmaster is more concerned, with involving all participants, than in reaching agreement;
 The abdicator uses all arguments from the participants as an excuse, to support nothing, so that there is never any decision made;
 The persuader talks so much, that no one else can get a work in;
 The collector gathers in others’ suggestions and puts them forward as his own, on another occasion;
 The destroyer has accepted his role reluctantly and does what is expected, with the least possible amount of cooperation and input.

Note taking

As usual, there are pros and cons to this activity. Taking notes, can help you to remember things and make you seem attentive. They can also make you seem, to others, withdrawn. Groups may regard Leaders or Chairman taking notes, as observers rather than participants. We may be concentrating so hard, on what we are writing, that we miss what is being said.

Just remember, you may take notes, for good reason or to give others the impression, that you think they have said something important, which must be immediately written down. They may also be doing the same thing to you. Nothing in a meeting is necessarily straightforward. Be on you toes at all times. Even the simplest activity, can be interpreted in a number of ways.

Confrontational communication

Conflict within a meeting, is not necessarily a bad thing. It stimulates discussion and ensures, that all points are aired. We all know the devil’s advocate technique, where someone deliberately takes a view opposite to the consensus, just to make sure that it is considered. A moderate level of conflict, can have certain constructive consequences:

 Increase motivation and energy to carry out a task;
 Increase innovative thinking, through a greater diversity of viewpoints;
 Increase understanding of a position, on an issue by forcing the advocate of that position, to articulate and support it with fact;
 Increase understanding of opposition positions, on an issue by being forced to listen and then working, to integrate diverse positions to achieve consensus.

Less constructive conflict may occur, when speakers are heckled or people disagree, with a viewpoint on principle, regardless of reason, circumstance, subject or importance.

Group dynamics

Chambers’ Twentieth Century Dictionary defines dynamics as “relating to force… a moving… relating to activity or things in movement…Any driving force instrumental in growth or change (esp social)”.

Collins’ Dictionary defines dynamic as “characterised by force of personality, ambition and energy”.

Group dynamics are the actions and forces that determine, how the group works. When we say that something or someone is dynamic, we generally mean that, they are an instrumental force. When we say that the position is dynamic, we generally mean that it is exciting and changeable.

Overall, though there is a sense of change, movement energy in the connotation of dynamics and when we study group dynamics, we are studying the ways in which groups operate. No handbook on communications can ignore the existence of groups, or group dynamics are more, than it can ignore the fact, that no two situations or individuals are the same and that whenever, two or more people get together, there is going to be dynamic interaction, resulting in a varying degree of effective communication.

MEETINGS
Questions to ask

Who?
When?
Where?
Why?
How?




Why?

 Is a meeting really necessary ?
 Is it going to accomplish something that cannot be accomplished with telephone calls and letters ?
 Is there a good reason for getting people together to discuss the issue ?
 Is it worth their while to attend ?

Valid Reasons for Meetings

 Decision making.
 Communications.
 Negotiations.
 Creativity.
 Team building.
 Consultation.
 Democratic process and visible justice.
 Meetings newcomers.
 Legal or procedural requirements.

Past Precedent is the usual reason for meeting, it is also the worst!

Meetings Require

 Thought.
 Planning.
 Organisation.
 Firmness.

Choosing a Format

 Conferences.
 Workshops.
 Brainstorming.
 Committees.
 Advisory Panels.
 Agenda and Timetable.
 Sufficient notice.
 Timing.
 Style.

Minutes or Action Plan.

Chairman’s Role –1.

 Define Objectives.
 Cover all agenda.
 Watch the time per item.
 Introduce each item.
 List of points for discussion ready.
 Structure contributions.
 Bring meeting to order.


Chairman’s Role –2

 Encourage disagreement, discourage arguments.
 Contribute to the discussion.
 Ensure that actions and decisions recorded.
 Indicate action, by whom, when.
 Arrange further meetings.

Decision Making Steps

 Study, discuss, analyse.
 Define the problem.
 Set an objective.
 State imperatives and desirables.
 Generate alternatives.
 Establish evaluation criteria.
 Evaluate alternatives.
 Decide.

I hope this article will help you in conducting and chairing the Departmental Head’s Meeting in a much better manner so that the desired objectives of having a meeting are achieved.

Meetings - Vijay Chandhran

Theory 'Z' Organisation - Vijay Chandhran

The objective of Theory Z, is to achieve productivity, by developing the ability to coordinate people, not technology.

The following steps are suggested for the successful development of an effective organisation:

HELP UNDERSTANDING OF THE TYPE Z ORGANISATION
Manager involved should be made familiar with the underlying ideas of Theory Z. Ask them to do reading on the subject. Invite discussions of ideas. Resist interpreting scepticism as lack of cooperation. Develop trust. Trust consists of the understanding, that you and I share fundamentally compatible goals, desire a more effective working relationship together, and that neither desires to harm the other.

AUDIT THE COMPANY’S PHILOSOPHY
Ask yourself and your group: What are the Company’s objectives – its philosophy? Many different techniques can be used to carry out this audit. Some may employ an outside consultant, others may hold a series of discussions among a team, drawn from within. A simple questionnaire, may be used or personal interview.

ESTABLISH AN APPROPRIATE PHILOSOPHY
Here, the role of the formal leader or Chief Executive is most critical. The top Manager has an incentive to develop, over time, a trusting relationship, that permits a sharing of the decision-making authority, with subordinates – for the more decisions are shared, the greater will be the benefits of cooperation produced in the Management team.

CREATE STRUCTURES AND INCENTIVES
If the goal of structural variations is to produce cooperation, then their form must force individuals to work together. These forms must move away from most Company reporting relationships, which are often crutches to prop up lapses in cooperativeness.

DEVELOP INTERPERSONAL SKILLS
Acquire the skill of recognising patterns of interaction, in decision-making and problem solving groups. Does the group move too quickly to a solution, in order to avoid discussing the real problem? Do some members interfere in subtle ways, with open discussion? When does the group drift off-course & why? Another skill is to provide Leadership, in such a way that the group can quickly identify the important issues, get to the bottom of conflicts and arrive at high quality creative solutions.

TEST YOURSELF AND THE SYSTEM
A personal test is when Managers, begin to feel less harried and less pleased. Less harried, because there should be fewer occasions, when subordinates need help. But also less pleased, because Managers will feel unsure. In the short run, a Manager in an autocratic Company, has more pleasures. In type Z organisation, subordinates regularly challenge superiors. If this is happening regularly, proceed with confidence. Imagine the response of your newly awakened subordinates, when their subordinates give them the same treatment.

INVOLVE THE EMPLOYEES
In a healthy setting, the employees provide the Company, with a ready-made conduit, through which to communicate with them. Bureaucratised employees and Companies, will go out of business. Unless, all the staff members internally engage in a thorough debate on vital progressive issues, no amount of changing by Management will bridge the gap. The discussions process will go on, until both the employees and the Management are ready to take the kind of steps outlined below.

STABLISE EMPLOYMENT
High voluntary termination can be overcome, by providing employees with a work environment, that offers equity, challenge and participation in discussions about their work.

SLOW EVALUATION AND PROMOTION
Slowing down the process of evaluation and promotion, underscores to employees the importance of long – run performance.
Superior performance, need not always be acknowledged with higher pay. A system of non-monetary evaluation, such as frequent involvement with superiors on projects, must also be provided. These communicate, the expectation of greater income, in the future. It is also recognised, that the cooperative atmosphere in Z type organisations, provide many opportunities for employees, to participate in challenging assignments.

BROADEN CAREER PATHS
Managers who continue to circulate across jobs within a Company, even without hierarchical promotion, tend to retain their enthusiasm and effectiveness. For the process of career circulation, to succeed, top level Manager need to set an example.

IMPLEMENTATION AT LOWER LEVELS
With theory Z, the reason for starting at the top, boils down to the central issue, that a lower level employee cannot participate, unless those above provide the invitation to do so. Only after results, due to top level changes have emerged, should implementation, at the first level of employees be contemplated. The scepticism of employees at the bottom of the pyramid, can be overcome, only through great effort and only with the most consistent signals from above. Company policies and decisions must consistently express openness, trust and emphasis on the long run.

DOWN TO BRASS TACKS
Most of the poor productivity, attributed by Managers to their subordinates is, in fact the result of inputs not received, machinery not repaired, poor coordination, etc. Solicit suggestions from subordinates as a group, rather than from a few anonymous suggestion boxes. And don’t be fearful of implementing them.

HOLISTIC RELATIONSHIPS
Holistic relationships are a consequence, rather than a cause of organisational integration. It cannot be developed, but once the Z changes are under way, it has a change to grow. Regular question-answer sessions help. Be prepared to ask, as well as answer some tough questions. These work related issues, hold the key to holistic relations and they keep them free of Company paternalism.

These steps are intended as a guide, rather than a cookbook for management development. As a rough guide, allow approximately 2 years for percolation through the rank of Managers. By then, evidence of smoother coordination, faster reaction and more effective planning, should begin to appear. However, a complete shift from A to Z organization takes perhaps 10-15 years. But the Z process once begun, is largely self-sustaining, because it appeals to the basic values of all employees. The process should flourish, unless intentionally stopped by a disenchanted or threatened Top Management.

HOW TO BECOME SUPER-POSITIVE - Vijay Chandhran

If your get-up and go has gotten up and gone, then it's time to start stirring up those positive vibes...
It's a well-known fact that positive-minded people are more likely to achieve their life's goals. When you're upbeat, everything looks different; your day is brighter and full of potential. What's more, opportunities more readily come your way and you're able to face challenges with a sense of ease. In fact, being in an optimistic frame of mind can help you gain Success and greater levels of happiness.
However, not everyone finds it easy to be Super-Positive. It requires a change in perspective and focused intentions to break away from redundant beliefs and negativity, but once you start changing your outlook, you'll feel motivated, energised, and empowered.
To become Super-Positive so that you can achieve your goals and enjoy a fulfilling life, try the following:
1. When you get up in the morning, don't allow any negative thoughts to surface --- no matter your situation or circumstances. Stretch, breathe-in, believe that you can make good things happen. Affirm to yourself, "I am happy and positive, I’m going to have a wonderful day." Believe it!
2. Have your own STYLE to help you achieve your goals --- it can be anything relevant to your needs and ambitions, such as "I can do it!" or "I will succeed!" If you're feeling slightly out of kilter, repeat your STYLE, either silently or out loud to yourself. Believe in the words. Trust in your STYLE. You really can achieve your goals.
3. Smile even if you're down and laugh at yourself and the world. Life is wonderful and multi-faceted. Whatever the problem, a little bit of humour will make everything seem easier to cope with. Besides, a little bit of laughter on a daily basis is good for your health and well-being. When you laugh, your internal organs gain a workout and laughter drives fresh oxygen around your body. So, take some time out to see the funny side of your world. Often, it's never as bad as you think. Seek out the positive in every situation.
4. Reflect on all your achievements so far. You've come further than you think! Make a list of what you have gained in your life. Don't just notch up the career or money successes. Think about the experiences that you have accumulated and the personal qualities that you have acquired. By focusing on these achievements, it will boost your self-esteem.
5. Remind yourself about what you're trying to achieve. Are your goals still relevant? Sometimes, we have to reassess our direction because things change in our lives ... we change too. What you once wanted and would give anything for, might not be what you really want now. When you're on the wrong path, you'll have a vague sense of being out of kilter with everything. Trust your inner wisdom and intuition. Note how your current circumstances make you feel. Be prepared to change your life or jump out of your current comfort zones. Once you're on the right path, you'll start feeling more positive.
6. Walk out on a regular basis and get some fresh oxygen circulating through your blood. Take a stroll through the park. Climb a mountain! Awake those feel-good vibes. Regular exercise will enhance your mood and make you feel Super-Positive.
7. Make sure your glass is always half-full rather than half-empty. To be Super-Positive, you must think on the positive side of everything. Eliminate any negative dialogue. Listen to your internal voice as well as your external one. If you catch yourself saying or thinking something that is negative, stop, rewind and replace those words with a positive statement. It takes practice, time, and determination, but after a while, you'll start eliminating those pesky negative vibes.
8. Create abundance in your life... believe in your ability to make things happen. Your positive state of mind will act like a magnet by attracting positive experiences. Focus on what you want; be optimistic and be more abundant. You really can have the life you most desire!
9. Devote a bit of your time and energy to a good cause. If you're able, always give something back! The world needs Super-Positive people like you to make it even better than what it is. You can inject some of your positive energy into charitable ventures or simply by showing your kindness on a daily basis.
10. Don't stress about the things you cannot change. Work on the things you can. By being positive about life and focusing on the things that you can transform, you'll discover a world full of opportunities and potential waiting for you to explore.
11. Whether good or bad, you have choices in how you react to whatever comes your way. Why be miserable when you can smile? Why dwell on sadness when you can choose happiness?
12. Life will always have its ups and downs, but if you focus on the positive and become Super-Positive, you will experience greater happiness and contentment.

So, don't just sit around; make a decision to become that Super-Positive person that you have always wanted to be and make sure you live an astounding life !!!

Corporate Planning What Every Manager Must Know - Vijay Chandhran.

The attention of our managerial staff, is drawn to the importance of strategic planning, for the growth and efficient working of an organisation.

Strategy of long range planning, (more frequently referred to as Corporate Planning) is interwoven into the entire fabric of Management. Good Corporate Planning and Good Management go together – a combination that leads to successful business operations. Strategic Planning, therefore is the function of all Managers. Their planning responsibilities will however, vary according to the type, level and the size of the organisation.

Corporate Planning could be surmised as follows “A Company could make trends, not follow them.” “With a well staffed management team, in which an aggressive risk–taking Spirit is backed up by cool-headed analytical planning, there will be no problem too tough to be solved.”

Corporate Planning means, “Designing a desired future and identifying ways to bring it about”. The fate of any Company, will normally depend on a couple of key decisions and getting them right – that is what Corporate Planning is all about. These decisions are however, crucial and momentous to the Company.

Though the Concept of Corporate Planning, has been with us in India for over four decades, quite a few Managers do not have a clear picture of what Corporate Planning is, what it is not, what to expect and what to avoid in Corporate Planning. The credit for this confusion goes to some Technocrats and Management Consultants, who have entangled the idea of Corporate Planning in so many myths and misconceptions, that they prevent one seeing the wood from the trees.

A Manager of a Company can, to a great degree, determine where he / she wants to go, in the future and do the things necessary, to ensure that these aims are achieved. This is more essential especially, when the Companies are growing larger, becoming more complex to manage; competition is becoming more intense; and threats and opportunities in the evolving environment are getting more difficult to foresee.

While it is not necessary, that every Manager should be an expert, in every discipline touching upon the Corporate Planning process, it is essential that every Manager, should be able to identify those major elements, methods, and practices of disciplines, that effect his area of planning and should have at least, a conceptual understanding of them.

One of the most important responsibilities of Top Management, is to formulate the basic purposes and missions of the Company – what is our business, what it should be and how it will be operated. It is only upon the foundation of the basic objectives and purposes of the Company, that more detailed goals, strategies and tactical plans can be worked out.

Goals set by an organisation must be feasible, achievable and should be expressed in concrete terms, for specified periods of time, so that their achievement can be measured, reasonably objectively. However, goals that are tough, a little aggressive but achievable, seem to be the best.

Corporate Planning, is the responsibility of the Chief Executive and he cannot delegate it, to any one - not even to a Corporate Planner. Parts of the tasks can be delegated, but not all of it. He should not only give full support to it, but also ensure that others in the organisation understand his depth of commitments.

Quite often, the concept of Corporate Planning, is wrongly mixed up and equated with budget planning. Many Companies come out with projected profit and cash-flow statement, assuming that they have prepared a Corporate Plan.

A budget is a detailed comprehensive exercise, wherein all individual plans fit together. It is a highly useful and essential part of Management, but it is nothing like a Corporate Plan. A budget is limited to the short term, where detail is meaningful because forecasting is viable. A Corporate Plan is essentially a long-range plan; it is therefore, to be necessarily broad, conceptual and flexible.

The Corporate Planner, not only makes anticipatory decisions, but also reviews them, in the light of decisions made, subsequent to them. The Corporate Planner, monitors the progress and designs an efficient communications system, to watch the important trend and events and to take timely corrective action if any.

Corporate Planning has to be participative and requires a high measure of involvement, at all levels. This will give an opportunity, to everyone to inject their views and needs, into the systems design and eliminate or significantly reduce, causes of dissatisfaction and resistance.

Top Management, should not be so engrossed on the current problems, but should spend sufficient time on long-range planning. One should not forget that, between the long-range statistical planning and short-range tactical planning, the former is of far greater importance. The ideal situation, of course, is a proper blend of long and short range planning; an organisation should design brilliant strategies and implement them efficiently and effectively.

There is no such thing as “The Corporate Plan”, which every organisation should adopt. What will work best, in one setting at one time, may not be effective in the same setting at another time and place. A Corporate Plan has, therefore, to be tailor-made, to fit the particular characteristics of their Company and its Management.

The need for Corporate Planning, is so obvious that it is hard to be against it. Corporate Planning has achieved remarkable results, for some of the organisations, that have adopted the Corporate Planning system, are completely satisfied with their results. This, however, does not mean that there is anything wrong with the concept. If some of the Companies are not happy with their experience, it is more likely, that they must have failed to avoid some of the pitfalls, or taken the whole exercise in a routine, mechanical fashion.

Corporate Planning is not a fad. It is today and will be tomorrow, inextricably interwoven into the management process, for effective management. Managers will recognise more than today, that planning permits people to participate in a meaningful way, in the operation of their organisation. This will increase worker satisfaction and thereby better performance.

Strategies For Building Self – Esteem - Vijay Chandhran

Crisis of Self - Esteem are a part of the human experience. When you feel troubled by low Self - Esteem, review the 12 suggestions below and choose those that are relevant to your situation and work on them. Be patient with yourself: Change takes time and steadfast work.

 Free yourself from "Shoulds". Live your life on the basis of what is possible for you and what feels right to you instead of what you or others think you "should" do. "Shoulds" distract us from identifying and fulfilling our own needs, abilities, interests and personal goals. Find out what you want and what you are good at, value those and take actions designed to fulfil your potential.

 Respect your own needs. Recognise and take care of your own needs and wants first. Identify what really fulfils you - not just immediate gratifications. Respecting your deeper needs will increase your sense of worth and well-being.

 Set achievable goals. Establish goals on the basis of what you can realistically achieve and then work step-by-step to develop your potential. To strive always for perfectionist, absolute goals - for example, "Anything less than an A in school is always unacceptable" - invites stress and failure.

 Talk to yourself positively. Stop listening to your "Cruel Inner Critic." When you notice that you are doubting or judging yourself, replace such thoughts with self-accepting thoughts, balanced self-assessment and self-supportive direction.

 Test your reality. Separate your emotional reactions, your fears and bad feelings - from the reality of your current situation. For example, you may feel stupid, anxious and hopeless about a project, but if you think about it, you may still have the ability and opportunity to accomplish something in it.

 Experience Success. Seek out and put yourself in situations in which the probability of Success is high. Look for projects which stretch! But don't overwhelm - your abilities. "Image" yourself succeeding. Whatever you accomplish, let yourself acknowledge and experience Success and good feelings about it.

 Take chances. New experiences are learning experiences which can build Self - Confidence. Expect to make mistakes as part of the process; don't be disappointed if you don't do it perfectly. Feel good about trying something new, making progress and increasing your competence.

 Solve problems. Don't avoid problems, and don't moil about them. Face them, and identify ways to solve them or cope with them. If you run away from problems you can solve, you threaten your Self - Confidence.

 Make decisions. Practice making and implementing positive decisions flexibly but firmly and trust yourself to deal with the consequences. When you assert yourself, you enhance your sense of yourself, learn more, and increase your Self - Confidence.

 Develop your skills. Know what you can and can't do. Assess the skills you need; learn and practice those.

 Emphasise your strengths. Focus on what you can do rather than what you cannot. Accept current limitations and live comfortably within them, even as you consider what strengths you might want or need to develop next.

 Rely on your own opinion of yourself. Entertain feedback from others, but don't rely on their opinions. Depend on your own values in making decisions and deciding how you feel about yourself and what is right for you to do.

STRATEGIC CORPORATE PLANNING – Vijay Chandhran.

STRATEGY

WHY? WHY? WHY? WHY? WHY?

WHY? WHY? WHY? WHY? WHY?

WHY? WHY? WHY? WHY? WHY?

Some Core Questions

Who are our Customers ?
Who are our Competitors ?
What do our Customers want from us ?
How do they compete with us ?
Who are our Suppliers ?
Why are our Suppliers important to us ?
What are the principle drivers of cost ?
How does out “Business System” create value ?

Implementing Strategy

…Is about defining what needs to be achieved, then motivating capable people to want achieve it….

Motivation through Ownership is the key

Creativity and Innovation

Creativity -----------Screening -----------Innovation
(The Input--------------------------------- (The Output)
_____________________________________
IDEAS --- CRITERIA / EVALUATION --- RESULTS

Daydreaming ------------------------------------------------- New
Navel gazing ------------------------------------------------ Better
Brainstorming --------------------------------------------- Faster
Observing others --------------------------------------- Cheaper
----------------------------------------------------- More aesthetic

Strategy is …..

….. The means of delivering Customer value and building competitive advantage….
The plan by which businesses are able to deliver the profits, growth and / or cash flow that drive VALUE Creation.


The Stakeholders

Customers* -------------------------------------- Suppliers*

------------------------- The Company

Employees* ----------------------------------- Shareholders*

Strategic Identification

· The heart of strategic planning is decentralised problem solving.
· The main strategic programmes are broken down into many action plans each with a
clearly defined responsibility, value, structure and time-scale.

Its Success…

Visible commitment to the strategy essential, through internal marketing. (Let the troops know what’s going on!)

· Use MBWA (Management By Walk About)
· Cascade down the line through the structure

Every Success should be “owned” by as many people as possible.

A Case Study showing…

· Poor profit performance
· Revenue dropping
· Losses to competition
· Poor image

Diagnosis showed perceived poor service to Customers.

Strategy:

Train all staff in interpersonal skills and Customer service.

Turbulence is a key issue – All components of the business cycle are in constant motion.

To Succeed

· Strife and turbulence must create AGILITY.
· Harmony through each of the business processes must be sought and internal
bottlenecks eliminated.
· Each “process” affecting Customer service must be measured.
· “The way we do things around here”.
· “The actions we take to reach our objectives”.
· “Our commercial way forward”.
· “Things we must do to reach our objectives”.
The approach leads to need for

· INTERDEPENDENCY – mixed function team.
· OPENESS In COMMUNICATION.
· RENEGOTIATION OF DIRECTION.

Lasting Success DOES NOT come from any individual factors. It comes from many elements, fitting together and mutually reinforcing each other.

The ORGANISATION approach is based on two thrusts:

· Continual performance of COMPANY.
· Continual performance of MARKETING BUSINESS.

Our business has its own Unique Success factors.
-----------------------------Review of
--------------------------Company and
------------------------Industry strategic
------------------------------situation

Results ------------------------------------------- Creation of “high
(Note below) --------------------------------- leverage” action plans

----------------------------Systematic
------------------------Implementation
Results
· Continually monitored , real time.
· Open communication.
· Check against plan.
· Accelerate areas of high performance.
· Review areas of poor performance.

To maintain consistency of purpose and retain flexibility, General Managers have at least six distinct but related roles and
responsibilities:

Leadership - To establish Direction and Purpose.

Selection - Choice of Direction.
- Allocating Resources.

Building - Multiple Capabilities.

Orchestrating - Available Resources.

Managing External - Balance between Partnerships, External Relationships.
Relationships

Rejuvenation - Managing continuous renewal.

High performing Companies like ours, have developed specialised assets and unique skills that add value to Customers and are hard for Competitors to copy.

Managerial Judgement

Strategy team must consider, reconsider and fully understand the main elements

· The target Customers
Profitability analysis
80 / 20 rule
· The products package
- What are we really selling ?
- What is the Customer really buying ?
· The logistics and value added chains
- How do we produce better quality at lower cost ?
- Is delivery of the service / product, what the customers NEEDS ?
· The organisation and culture (internal)
- What image do we want ?
- How do we product it ?
- Does our culture support our plans?
· The Corporate image (external)
- What image do we want ?
- How do we project it ?

Traditional Corporate ------ Traditional Corporate
Planning (1) ------------------- Planning (2)

Extension of the annual -------- Typical Statements
planning process.

· Competitors known. ----------* Sales volumes to increase by 5%.
· Industry pricing ---------------* Expenditure increase by no more
reasonably stable. -------------- than 4%.
· Customers behaviour ------- * Employee numbers to remain
understood. ----------------------constant.
· Inflation indices --------------* Capital expenditure overall to
understood. --------------------- remain at previous years level.
· Employment market understood.
· Distributor behaviour appreciated.
· Legal / fiscal implications understood

What Makes Good Management Tick? – Vijay Chandhran.

What Makes Good Management Tick? A Management Consulting firm completed a study on management techniques by some 50 Companies, considered to be well-run and found that they have SEVEN common attributes. None of them depends on management tool or gimmicks. None of them requires high technology or costs a cent to implement. All that is needed is time, energy, and willingness on the part of the Management to THINK rather than adhere to Management Formulae. Read about these 7 Attributes in this interesting article.

Even Good Management practices do change. What was good enough for Yesterday, may not be good enough for Tomorrow. There is no consensus as to what Good Management really is, so, what makes it tick?

Unlike Lawyers, Doctors or Engineers, Managers constitute a professional class without a formal body of doctrine or science. They are masters of the Ad Hoc, the quick decision made under pressure and based on an odd assortment of information, ranging from gossip to computer printouts. True, we have seen in recent years the mushrooming of graduate schools of business administration, whose purpose is to organise a credible mass of knowledge that will throw light on and add wisdom to the Manager’s role. To the outsiders, much of the management literature is difficult, portentous and laced with Jargon. So, there is a temptation to dismiss the claims of management as self aggrandising and perhaps even self-serving. This, however, would be a grievous mistake. For Managers are the people who, more than any other group or class, run our world. Management deserves our most careful study because it determines, to a large degree, how well our economies, our private installations and our Governments are conducted. If we are to meet the demands of our post-industrial society, we will need creative Managers capable of solving present problems in terms of the future instead of the past.

NEED FOR INNOVATION

The “Need to Innovate” is emphasised in every book on Management, but little attention is given to what Management must do to stimulate innovation and to make it effective.

All ongoing business assumes that present product lines and services, present markets and present distribution channels, present technologies and processes will continue. Thus, the first objective of a strategy for such a business is to optimise, what already exists or is being established. In contrast, an Innovative Strategy assumes that whatever exists is ageing and will soon have to be changed or replaced. The governing devices of an Innovative Strategy for the ongoing business might therefore be said to be “Better And More” the innovative strategy, the device has to be “New And Different”.

The foundation of Innovative Strategy is planning and systematic sloughing off the old, the dying, the obsolete. Second in a strategy of innovation, is the clear recognition that innovative efforts must aim high. The goal of innovating efforts is to make a significant difference. Therefore, the first and most important job of Management in an innovative organization is to convert impractical, half-baked and even wild ideas into concrete innovative reality.

Since the period ahead of us will be one of rapid change in technology, society, economy, and institutions, the development of an innovative organisation poses a major challenge to Management – private and public.

Faith and trust in people are fundamentals that we have to inject into our organisation, which, I am pleased to note, is now taking place, still experimentally, in many corporate entities. “Employee Involvement”, briefly called, EI, operates on principles of employee participation in problem identification and solution, related to their work and work for a recognition by employees and environment. It is truly a two – way partnership – Management that their common interest can be served best when there is common effort. “Employee Involvement” is the evolution of a process, not the implementation of a programme. The change in employees’ attitude must be preceded by a new attitude on the part of the Management. Reduced to one word, the New Management attitude must be one of RESPECT.

These common attributes are repeated here for your consideration.

· A bias toward action.

- The key words are “Do it, Fix it, Try it”.

· Simple form and lean staff.

- In other words, “Small Is Beautiful”.

· Continued contact with Customers.

- The well managed Company is Customer driven, not technology driven, product

driven, or strategy driven.

· Productivity improvement via people.

- People are basically hungry for achievement and reward – Money, Power and Status.

The emphasis, however, should not be on monetary awards only.

· Operational Autonomy to encourage Entrepreneurship.

- Well managed Companies authorise their Managers to act like Entrepreneurs.

They will never Force their Managers to go against their own judgement.

· Stress on One Key Business Value.

- The outstanding Companies have one theme and stick to it.

· Simultaneous loose – tight control

- The successful Companies control a few variables tightly, but allow flexibility

and looseness in others.

The outstanding Corporate performers work hard to keep things simple. They rely on simple organisational structures, simple goals and simple communication. By sticking to these basics, their Managements are able not only to change but also to change quickly. They keep their sights aimed externally at their Customers and Competitors, and not on their own financial reports.

Good Management takes brute perseverance – time, repetition and simplicity.

HOW TO MANAGE YOUR BOSS? - Vijay Chandhran

Managing one’s BOSS is like walking on a tight rope. It can lead to all sorts of tricky situations from which one has to use all the ingenuity at one’s disposal to get out of. Some pointers on how to present your best to your boss.

“How To Manage Your Boss”, my first reaction is does this title sound somewhat frivolous? Is it perhaps more appropriate for the Mutt & Jeff comic strip or Busybee’s column or even for a Lucy show? I had to make an effort to remind myself that the high priest of the Management game, Peter Drucker, had even thought it fit enough to cover it in his film series.

What you will read, however, is not the Drucker version, but something for less sophisticated and much more mundane. It has its origin in the down-to-earth reality and is culled from the reservoir of humdrum experiences rather than from exotic, airy fairy Management literature. If you find some of the remarks provocative, it is only to stimulate discussion, which will hopefully prove to be more interesting than the talk itself.

Human relations are of prime importance in any social intercourse. Special studies are made and faculties are established to guide the people to deal with different groups. Here is a tally of help and advice available on the “Getting on Series”:


Subordinates --- --- --- --- --- --- Leadership training
Customers --- --- --- --- --- --- --- Salesmanship courses
Public - --- --- --- --- --- --- --- --- Public Relations
Labour --- --- --- --- --- --- --- --- Industrial Relations
People in General - --- --- --- --- Behavioural Science Training
Friends and Foes -- --- --- --- --- Dale Carnegie etc.
Children - --- --- --- --- --- --- --- Planned parenthood
Wife --- --- --- --- --- --- --- --- --- Freud, Master & Johnson, Hite etc.
Boss --- --- --- --- --- --- --- --- --- ? ? ?

It would thus be seen that there is a total unawareness of one of the most important aspects of our business relationship – a relation between the Boss and Subordinate. A relationship which has a prime mark on the development of your organisation as also of the subordinates.

None of the Performance Appraisal Forms contain a specific, assessment of the subordinates relations with their bosses. Such an appraisal can be an eye-opener and will reflect whether proper harmony is established between the boss and subordinates. The appraisal will not only reflect the subordinate’s attitude, but also that of the boss, since a boss who cannot establish “just and fair” relations with the subordinates, will be equally condemned, as the subordinates. The boss, for the purpose of this article, is the one who is directly above, in line hierarchy. I would like to emphasis that this article is directed towards how, at a senior rank level, one should establish rapport with the boss and it precludes the relationship at a lower level.

Having defined the area to be covered, I will quickly review some of the methods that might be adopted by subordinates for currying favour with the boss. These methods find no favour, nay, they may adversely affect the relationship with a real professional boss. Some of the tactics adopted are: Singing praises of the boss; acting as His Master’s Voice; sycophancy; offering bouquets and gifts; extra official influence; trying to establish family relationship and through this back door entry, to influence the boss; upward delegation, where the boss is consulted on every small matter; playing politics; trying to circumvent his authority.

No Professional boss will succumb to such frivolous approaches. It must be clearly understood that everyone in the organisation, including the boss, has definite goals and objectives to achieve. The boss tries to reach these goals with the help of the subordinates and hence the boss expects that the efforts of the subordinates are directed towards achieving the same goals.

The efforts of all the subordinates should be directed towards the same general direction. At the same time it is essential that the subordinates’ efforts must be complementary to the boss’s activities and not duplicating the boss’s efforts.

As a dynamic employee, one is expected to take decisions. Once objectives are set and the action plan is drafted, the dynamic employee must be able to function independently. The dynamic employee must, however, keep the boss informed of the progress made and major decisions taken. Circumstances arise when a dynamic employee would like to consult and seek the boss’s approval before taking a decision.

Under such circumstance, the dynamic employee must be discreet in their approach and should not throw the problem in the boss’s lap. The dynamic employee should: specify the challenge clearly and squarely; list out alternative solutions; indicate the alternative the dynamic employee recommends and the reasons thereof, and chalk our the implementation plan.

This simplifies the discussion and decision-making process. In nine out of ten cases the boss would agree to suggested course of action, but if the boss differs, then the boss would have thought of all the pros and cons of the situation as presented by the subordinate.

The boss is also a human being and has his / her own likes and dislikes, his / her whims, his / her obsessions and his / her pet aversions. These, he / she has developed over the years due to the circumstances and environment. he / she has been brought through and a study of his / her background and his / her likes and dislikes is essential. The subordinate should try to coordinate and synchronise his / her efforts to fit into his / her boss’s approach, so as to create harmony in the overall operations. A sense of participative atmosphere must be created without making heavy demands on his/her time. As a corollary to the above approach, one should submit crisp, timely periodic reports, preferably indicating financial results or implications. The boss will indicate his / her reaction and accordingly mid-course corrections may be made as appropriate.

As an employee, the subordinate’s job is not only to execute the given assignment effectively but also to be creative. He / she has to be a self-starter. This little, extra-bit differentiates a dynamic employee from an ordinary employee, who is content to execute whatever is told to him / her. The dynamic employee has to combine the traits of both Yogi and the Commissar.

In plain words, try to make the boss redundant as soon as situation arises. When an organisation stands on its own, without much impetus and directive from the boss, automatically the subordinate will be pushed upwards to shoulder higher responsibilities.

Having seen what one should do as a dynamic employee, here are some pitfalls which must be avoided: Avoid excessive upward delegation as this amounts to abdication of responsibilities; avoid status quo because time is fleeting, new concepts are developing and circumstances are changing and not taking note of such changes could render one outdated and obsolete; do not be overly guided by precedents as the decision taken in the past may not be the best or might have been good at that time; stop throwing names because as a dynamic employee, there is no need to hide under someone else’s garb, do follow the boss blindly as your understanding may be different from his concept.

Try to remember the following points: The boss has not appointed himself, the boss is certainly not occupying the position at the subordinates pleasure; the Company’s interest takes precedence over any individual; the Company’s work can best be carried out through team work, hence, try to cooperate with the boss and also with your colleagues, the Company’s well being and the well being of the employees go hand in hand, hence by following the guideline set by the Company for doing your job independently, in the best manner, you would be serving your own interest.

TIME STEALERS – Vijay Chandhran

I was ever of the opinion that a cognisable attempt is to be made to bring to the fore certain operational hazards, we encounter in our day to day business, identifying the hazards and finding solutions to the same would ultimately improve our business and provide good remunerative returns to our organisation.

When things do not turn out as you expect, it is often because there have been some obstacles in the way. You are yourself the cause of some of these obstacles. Others are due to your surroundings. Some are of physical nature –others psychological. Have you ever tried to define the obstacles and inhibitions you find in your work situation? Do you know what and who steal time from you? Do you know your Time Stealers?

A large number of examples of time stealers, based on my varied experience spanning over thirty one years in multi-faceted management disciplines, as well as through my observations of many real life situations; are listed out for your perusal and benefit. The examples have not been divided between physical / psychological ones nor between yourself / your surroundings. Neither have they been listed on priority order – the intention is purely to stimulate you to define your own Time Stealers.

You will probably recognise many of them as familiar. Go through the list and put a tick in the column “Is it me? [ ]” Every time you meet a Time Stealer, which you have experienced in your work situation, put a tick without regard to whether you feel that it is your responsibility or whether you feel that you have a chance of doing anything about it. When you have been though the whole list and have identified the Time Stealers which apply to you, then go through the list again and choose the 5 Time Stealers you feel steal most of your time. Put a circle around there five ticks.

For each Time Stealers, we have in the right hand column, indicated a possible solution which, please, consider purely as a suggestion. The removal of obstacles is, of course, often considerably more complex, and the solution will often fill several papers – may be even a whole book. You can continuously work at identifying and removing the Time Stealers and by doing so, you would have optimised on your prime business time, leading to direct and indirect improvement in your productivity level.

Poor Meetings
Causes------------------------- Is it-----Possible solutions

-----------------------------------me?
Purpose of meeting not clear. -----------[ ]----Draw up an agenda.
Wrong participants. ---------------------[ ]----Invite only those needed the most.
Too many meetings. --------------------[ ]----Evaluate the results in relation to the time

------------------------------------------[ ]----spent.
Poor / no minutes at all. ----------------[ ]----Make standard outline for minutes.
Irrelevant talk. -------------------------[ ]----Firm chairing of meeting.
No conclusions. -------------------------[ ]----Agenda to state which decisions to be

---------------------------------=--------[ ]----taken.
No follow-up. ---------------------------[ ]----Minutes to indicate Who? What? When?
Indecision. -----------------------------[ ]----Invite a person with decision-making

------------------------------------------[ ]----authority.
Poor chairmanship. ---------------------[ ]----Train yourself and your colleagues in

-------------------------------------------[ ]----chairmanship.
Not starting on time. --------------------[ ]----Always start on time. By waiting for

-------------------------------------------[ ]----latecomers you reward them and

-------------------------------------------[ ]----penalise the others.

Too many interruptions from outside.---[ ]----Allow no interruption except for

-------------------------------------------[ ]----emergency. Let the secretary /

-------------------------------------------[ ]----operator know when the meeting

-------------------------------------------[ ]----will be finished at the latest.
Not sticking to agenda. ------------------[ ]----Be on your guard against hidden

-------------------------------------------[ ]----agenda.
Failure to see ending time and / or time -[ ]----To begin with set time-limit for

allocations for each subject.---------------[ ]----meeting. Assign each subject specific

-------------------------------------------[ ]----time according to importance.

Too much reading
Causes------------------------- Is it-----Possible solutions
-----------------------------------me?
Unclear and poorly edited material. ---[ ]----Persuade your subordinate / your

------------------------------------------[ ]----boss /colleagues to systematise

------------------------------------------[ ] ----information in a survey-able form.

------------------------------------------[ ]----Set a good example yourself.
Poor reading skill. ---------------------[ ]----Train your reading speed. Take a course.
No priorities for what to read and -----[ ]----List things you must read. Give them

how thoroughly.-------------------------[ ]----priorities and assign time in your Time
------------------------------------------[ ]----Manager / Things To Do. Learn selective
------------------------------------------[ ]----reading skills.

Telephone-time stealers
Causes------------------------- Is it-----Possible solutions
-----------------------------------me?

Discussion too lengthy. -----------------[ ]----Separate chat from information.
Wish / need to be available to outside---[ ]----Train operators / Secretary to be

interruption.----------------------------[ ]----selective.
No plans for privacy. -------------------[ ]----Switch off the phone and schedule

----------------------------------------[ ]----periods in which you do not want

----------------------------------------[ ]----to be disturbed. Set specific times

----------------------------------------[ ]----for taking calls - or say that you

----------------------------------------[ ]----will call back.
Unstructured conservations. -----------[ ]----Make a plan in advance by listing

----------------------------------------[ ]----items you want to discuss.
Wish to be involved. -------------------[ ]----Divorce yourself from details.
Inability to terminate and shorten -----[ ]----Preset time-limit, ‘Yes, I can talk for …

conservations. -------------------------[ ]----Minutes’. Foreshadow ending, Before
----------------------------------------[ ]----we hang up…Be polite but factual,
----------------------------------------[ ]---- ‘I've got to go now’.
Unrealistic time estimates. -------------[ ]----Have a timer by your telephone.
Lack of priorities - all calls get through.-[ ]--- Discuss the problem with your

----------------------------------------[ ]----Secretary / Operator. Make a plan.
No Secretary. -------------------------[ ]----Ask a colleague to cover your

----------------------------------------[ ]----telephone for a set number of minutes.

----------------------------------------[ ]---Do the same in return.

Inability to say ‘No’
Causes------------------------- Is it-----Possible solutions

-----------------------------------me?
Wish to help others. --------------------[ ]----If you always say yes, others will take

-----------------------------------------[ ]----your help for granted. Break this habit.
Need to feel important and involved-----[ ]----Stake your efforts on something that

in everything. ---------------------------[ ]----matters and show results in this field.
Fear of causing offence. ------------------[ ]----Learn to say no without offending: ‘I
------------------------------------------[ ]----would have liked to, if it had been
------------------------------------------[ ]----possible, but let me offer a suggestion’.
Not knowing how to say ‘No’. ------------[ ]----Train yourself in saying ‘No’. It will

------------------------------------------[ ]----make it possible for you to concentrate

------------------------------------------[ ]----on things that are important.
Ambition / desire to be busy. ------------[ ]----It is better to do less well than a lot

------------------------------------------[ ]----poorly.
Others quite simply assume you will -----[ ]----Probably, it's your own fault, because

say ‘Yes’. --------------------------------[ ]----of that you never say ‘No’.

Involved in too much
Causes------------------------- Is it-----Possible solutions
-----------------------------------me?
Unclear priorities. ----------------------[ ]----Goals / Tasks clearly defined. Use

-----------------------------------------[ ]----Key Areas.
I want to be important and involved ----[ ]----Be selective. Use your time and energy

in everything. --------------------------[ ]----on the 20%, which produces 80% of the

-----------------------------------------[ ]----results.
Unrealistic time estimates.--------------[ ]----Recognise that everything takes longer

-----------------------------------------[ ]----than you think. Add 20% cushion to

-----------------------------------------[ ]----your estimates.
Overwhelming pressure and large-------[ ]----Don't confuse activity with effectiveness.

piles of paper. ---------------------------[ ]----Often a lot of activity only indicates that
------------------------------------------[ ]----you have got FLAPSI HAPSI.

Inability to finish things
Causes------------------------- Is it-----Possible solutions

-----------------------------------me?
Lack of deadlines. ----------------------[ ]----Make it a rule to put deadlines on all jobs.
Lack of respect for your time / ---------[ ]----Fix some regular time when you are not

interruptions by other people. ----------[ ]----to be disturbed. If you really know what
-----------------------------------------[ ]----you want and have to do, you can also

-----------------------------------------[ ]----make a stand against your boss's /

-----------------------------------------[ ]----colleague's lack of respect for your time.
Lack of overview and perspective. ------[ ]----Systematise things. Use your Time

-----------------------------------------[ ]----Manager / Things To Do.
Overworked… Too much to do.----------[ ]---- Delegate old responsibilities when

-----------------------------------------[ ]----you accept new ones.
Laziness. -------------------------------[ ]----Impose deadlines on yourself and

-----------------------------------------[ ]----tell others about them.

Too much paper work
Causes------------------------- Is it-----Possible solutions
-----------------------------------me?
No system. -----------------------------[ ]----Introduce and use the Time

-----------------------------------------[ ]----Manager system / Things To Do.
Poor communication. -------------------[ ]----Select the best and most time-

-----------------------------------------[ ]----saving methods of communication.
Poor administrative routines. -----------[ ]----Ask if things are done too elaborately

-----------------------------------------[ ]----/ the control too strict / too formalise.

-----------------------------------------[ ]----Are the administrative routines kept

-----------------------------------------[ ]----up-to date ?
Poor Organisation. ----------------------[ ]----Standardise written communication.

-----------------------------------------[ ]----See if the present paperwork can be

-----------------------------------------[ ]----improved. Systematise information

-----------------------------------------[ ]----processing. Let a Consultant take a

-----------------------------------------[ ]----look at your paperwork procedure.

Personal disorganisation
Causes------------------------- Is it-----Possible solutions

-----------------------------------me?
Lack of system. ------------------------[ ]----Use your Time Manager / Things

----------------------------------------[ ]----To Do. Then you have the best basis

----------------------------------------[ ]----for keeping everything organised.
Giving people the impression that I am-[ ]----This may symbolise insecurity, lack

busy, of importance or indispensable. --[ ]----of system, confusion or inability to

----------------------------------------[ ]----meet deadlines.
Fear of forgetting things. ---------------[ ]----Use your Time Manager / Things

----------------------------------------[ ]----To Do. It is an important part

----------------------------------------[ ]----of your memory.
Cannot delegate. -----------------------[ ]----Accept that others have abilities

----------------------------------------[ ]----and experience. Learn to delegate.
Indecision. -----------------------------[ ]----80% of tasks arriving at your desk

-----------------------------------------[ ]----can be handled immediately.

Lack of self-discipline
Causes------------------------- Is it-----Possible solutions
-----------------------------------me?
Lack of performance standards. --------[ ]----Set your own standards.
Postponing the unpleasant. -----------[ ]----Recognize that it has to be done. It

---------------------------------------[ ]----is not going to be easer later on. Do

---------------------------------------[ ]----the unpleasant things first, then the

---------------------------------------[ ]----rest of the day is easy.
Lack of direction n your work. --------[ ]----Say ‘No’ to unimportant matters.
Responding to urgent matters, --------[ ]----Ignore the problems that solve

Postponing the important. ------------[ ]----themselves. Delegate the problems
---------------------------------------[ ]----others can handle. Attend to those,

---------------------------------------[ ]----which only you can handle.
Not following up. ----------------------[ ]----A thing is not finished until it

----------------------------------------[ ]----functions the way it was intended to.
Not making use of techniques available.-[ ]----Establish which are available.

----------------------------------------[ ]----Decide on the use of them. Schedule

----------------------------------------[ ]----time in your Time Manager /

----------------------------------------[ ]----Things To Do.
Unrealistic time estimates. ------------[ ]----All you get out of unrealistic time

---------------------------------------[ ]----estimates is frustration, FLAPSI

---------------------------------------[ ]----HAPSI and less self-confidence.
I cannot say ‘No’. ---------------------[ ]----Stop being the nice guy.
Carelessness. -------------------------[ ]----If you have not got time to do

---------------------------------------[ ]----it right the first time, when you

---------------------------------------[ ]----will have time to do it again!.

Interruption by drop-in visitors
Causes------------------------- Is it-----Possible solutions
-----------------------------------me?
No plans to avoid drop-in visitors. ------[ ]----Develop screening plan. Insist

----------------------------------------[ ]----on appointments.
My door is always open. ---------------[ ]----Establish a quiet hour in which

----------------------------------------[ ]----you are not to be disturbed.

----------------------------------------[ ]----Find somewhere else to work

----------------------------------------[ ]----at that time if necessary.
People ask me to make a decision. -----[ ]----Don't make decisions on

---------------------------------------[ ]----something you can delegate.
Below my level of authority. ----------[ ]----Refer to the subordinates in

---------------------------------------[ ]----charge of such matters.
Frequent interruptions by my --------[ ]----Manage by exception. Ask for

subordinates. -------------------------[ ]----information only concerning

---------------------------------------[ ]----deviations from plans and budgets.

---------------------------------------[ ]----Decide which tasks your

---------------------------------------[ ]----subordinates can do without asking

---------------------------------------[ ]----questions. Decide on which situations

---------------------------------------[ ]----they may interrupt you and which can

---------------------------------------[ ]----be postponed to be discussed at your

---------------------------------------[ ]----regular meetings.
Inability to terminate visits. ----------[ ]----You go to their Office. Keep standing.

---------------------------------------[ ]----Preset time limits for visits /

---------------------------------------[ ]----meetings. Make it clear that the visit

---------------------------------------[ ]----/ meeting is over, “Before we finish,

---------------------------------------[ ]----I would ……”.

Indecision and delay
Causes------------------------- Is it-----Possible solutions

-----------------------------------me?
Lack of faith in decision making process.-[ ]----Systematise data collection and

-----------------------------------------[ ]----evaluate for more reliability.
Data addiction. -------------------------[ ]----Remember the 80 / 20 rule.
Irrational decision technique. -----------[ ]----Train yourself and your

-----------------------------------------[ ]----subordinates in decision techniques.
Fear of what may happen when ---------[ ]----Distrust and power struggles must

even small mistakes are made. ----------[ ]----be cleared away. Ask ‘What can
-----------------------------------------[ ]----we learn from it?’ How can we

-----------------------------------------[ ]----avoid it being repeated ?
Unrealistic deadlines. -------------------[ ]----Everything takes longer than

-----------------------------------------[ ]----you think. So leave 20% of

-----------------------------------------[ ]----your time open.
Postponing the unpleasant and difficult. -[ ]----Do them first, you will feel

-----------------------------------------[ ]----much better afterwards.
Ignorance of what the decision ----------[ ]---- Set goals, relate the

will lead to.------------------------------[ ]----decision to the Key Areas.

Crisis Management
Causes------------------------- Is it-----Possible solutions
-----------------------------------me?
Lack of priorities. -----------------------[ ]----Learn to distinguish between

-----------------------------------------[ ]----the urgent jobs and the

-----------------------------------------[ ]----important. Establish priorities:

-----------------------------------------[ ]----What is your time primarily

-----------------------------------------[ ]----to be spent on?
Trying to do too much at the same time.-[ ]---- Learn to say ‘No’! Do one

-----------------------------------------[ ]----job at a time. Have an outline

-----------------------------------------[ ]----of the next tasks. Use your

-----------------------------------------[ ]----Time Manager / Things To Do.
Lack of foresight. --------------------- [ ]----Plan. Have an alternative

---------------------------------------[ ]----ready for unexpected situations.

---------------------------------------[ ]----Expect the unexpected.

---------------------------------------[ ]----Remember Murphy's 2nd Law.

---------------------------------------[ ]----‘If anything can go wrong, it will,

---------------------------------------[ ]----Prevention is better than cure’.
Overreacting and treating all ---------[ ]----Ignore the problems, which are

small problems as full crisis. ----------[ ]----of minor importance. Delegate
--------------------------------------[ ]----problems, which your

--------------------------------------[ ]----subordinates can handle. Then

--------------------------------------[ ]----you preserve the overview

--------------------------------------[ ]----and control.
Overlooking possible negative -------[ ]----Analyse what could be wrong.

consequences of a decision. ----------[ ]----Set up alternative plans.

Inability to delegate
Causes------------------------- Is it-----Possible solutions

-----------------------------------me?
Lack of priorities. ----------------------[ ]----Establish priorities. What is

----------------------------------------[ ]----my time primarily to be spent

----------------------------------------[ ]----on ? Use your Time Manager

----------------------------------------[ ]----/ Things To Do.
Fear of subordinate’s mistakes. --------[ ]----Train them. Measure, if they

----------------------------------------[ ]----live up to your standards.
Fear of losing influence. ----------------[ ]----Get an overview of what

----------------------------------------[ ]----is really important. Be

----------------------------------------[ ]----inspired by your Key Areas.
Can do the job better myself. ----------[ ]----Train your subordinates

----------------------------------------[ ]----and have confidence in them.