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.