There are two contradictory views about procrastinators:
1.They are extra careful
2.They are bone idle
But if you go by Mr Piers Steel,a business professor at Calgary University in Canada, both of the views are wrong.
So the question is why people procrastinate?
He devised a formula to explain the phenomenon of procrastination. It is:
U=EV/ID
The U stands for utility, or desire to complete a given task. It is equal to the product of “E”-the expectation of success and “V” the value of completion.
This has to be divided by the product of “I” – the immediacy of the task and “D” the personal sensitivity to delay.
So HR Managers just give a thought to this.
Thursday, December 17, 2009
Tuesday, December 8, 2009
what motivates learners?
Cyril O. Houle conducted one of the most famous studies on what motivates learners. He identified three subgroups to categorize motivational styles. (1) Goal-oriented learners use education to accomplish clear-cut objectives.
(2) Activity-oriented (social) learners take part mainly because of the social contact. Houle wrote, ``Their selection of any activity was essentially based on the amount and kind of human relationships it would yield."
(3) Learning-oriented learners seek knowledge for its own sake. ``For the most part, they are avid readers and have been since childhood.... and they choose jobs and make other decisions in life in terms of the potential for growth which they offer.
So what type of learner you are?
(2) Activity-oriented (social) learners take part mainly because of the social contact. Houle wrote, ``Their selection of any activity was essentially based on the amount and kind of human relationships it would yield."
(3) Learning-oriented learners seek knowledge for its own sake. ``For the most part, they are avid readers and have been since childhood.... and they choose jobs and make other decisions in life in terms of the potential for growth which they offer.
So what type of learner you are?
Friday, December 4, 2009
TATA GESTURE
I heard a lot of stories about companies doing some social work( what they call social responsibility of business) and about their so called GOOD HR practices.
But the story that I heard about a well known group is simply mind boggling.I urge the other organizations to simply read it and compare themselves with this well known group. I am sure they will observe heaven and hell difference.
The story is about TATA GROUP and their gesture after 26/11 incident.
The Tata Gesture
1. All category of employees including those who had completed even 1 day as casuals were treated on duty during the time the hotel was closed
2. Relief and assistance to all those who were injured and killed
3. The relief and assistance was extended to all those who died at the railway station, surroundings including the “Pav-Bhaji” vendor and the pan shop owners
4. During the time the hotel was closed, the salaries were sent my money order
5. A psychiatric cell was established in collaboration with Tata Institute of Social Sciences to counsel those who needed such help
6. The thoughts and anxieties going on people’s mind was constantly tracked and where needed psychological help provided
7. Employee outreach centers were opened where all help, food, water, sanitation, first aid and counseling was provided. 1600 employees were covered by this facility
8. Every employee was assigned to one mentor and it was that person’s responsibility to act as a “single window” clearance for any help that the person required
9. Ratan Tata personally visited the families of all the 80 employees who in some manner – either through injury or getting killed – were affected.
10. The dependents of the employees were flown from outside Mumbai to Mumbai and taken care off in terms of ensuring mental assurance and peace. They were all accommodated in Hotel President for 3 weeks
11. Ratan Tata himself asked the families and dependents – as to what they wanted him to do.
12. In a record time of 20 days, a new trust was created by the Tatas for the purpose of relief of employees.
13. What is unique is that even the other people, the railway employees, the police staff, the pedestrians who had nothing to do with Tatas were covered by compensation. Each one of them was provided subsistence allowance of Rs. 10K per month for all these people for 6 months.
14. A 4 year old granddaughter of a vendor got 4 bullets in her and only one was removed in the Government hospital. She was taken to Bombay hospital and several lacs were spent by the Tatas on her to fully recover her
15. New hand carts were provided to several vendors who lost their carts
16. Tata will take responsibility of life education of 46 children of the victims of the terror
17. This was the most trying period in the life of the organisation. Senior managers including Ratan Tata were visiting funeral to funeral over the 3 days that were most horrible
18. The settlement for every deceased member ranged from Rs. 36 to 85 lacs in addition to the following benefits:
a. Full last salary for life for the family and dependents
b. Complete responsibility of education of children and dependents – anywhere in the world
c. Full Medical facility for the whole family and dependents for rest of their life
d. All loans and advances were waived off – irrespective of the amount
e. Counselor for life for each person
But the story that I heard about a well known group is simply mind boggling.I urge the other organizations to simply read it and compare themselves with this well known group. I am sure they will observe heaven and hell difference.
The story is about TATA GROUP and their gesture after 26/11 incident.
The Tata Gesture
1. All category of employees including those who had completed even 1 day as casuals were treated on duty during the time the hotel was closed
2. Relief and assistance to all those who were injured and killed
3. The relief and assistance was extended to all those who died at the railway station, surroundings including the “Pav-Bhaji” vendor and the pan shop owners
4. During the time the hotel was closed, the salaries were sent my money order
5. A psychiatric cell was established in collaboration with Tata Institute of Social Sciences to counsel those who needed such help
6. The thoughts and anxieties going on people’s mind was constantly tracked and where needed psychological help provided
7. Employee outreach centers were opened where all help, food, water, sanitation, first aid and counseling was provided. 1600 employees were covered by this facility
8. Every employee was assigned to one mentor and it was that person’s responsibility to act as a “single window” clearance for any help that the person required
9. Ratan Tata personally visited the families of all the 80 employees who in some manner – either through injury or getting killed – were affected.
10. The dependents of the employees were flown from outside Mumbai to Mumbai and taken care off in terms of ensuring mental assurance and peace. They were all accommodated in Hotel President for 3 weeks
11. Ratan Tata himself asked the families and dependents – as to what they wanted him to do.
12. In a record time of 20 days, a new trust was created by the Tatas for the purpose of relief of employees.
13. What is unique is that even the other people, the railway employees, the police staff, the pedestrians who had nothing to do with Tatas were covered by compensation. Each one of them was provided subsistence allowance of Rs. 10K per month for all these people for 6 months.
14. A 4 year old granddaughter of a vendor got 4 bullets in her and only one was removed in the Government hospital. She was taken to Bombay hospital and several lacs were spent by the Tatas on her to fully recover her
15. New hand carts were provided to several vendors who lost their carts
16. Tata will take responsibility of life education of 46 children of the victims of the terror
17. This was the most trying period in the life of the organisation. Senior managers including Ratan Tata were visiting funeral to funeral over the 3 days that were most horrible
18. The settlement for every deceased member ranged from Rs. 36 to 85 lacs in addition to the following benefits:
a. Full last salary for life for the family and dependents
b. Complete responsibility of education of children and dependents – anywhere in the world
c. Full Medical facility for the whole family and dependents for rest of their life
d. All loans and advances were waived off – irrespective of the amount
e. Counselor for life for each person
Wednesday, December 2, 2009
Refusing to Accept Failure
Sir Edmund Hillary was the first man to climb Mount Everest. On May 29, 1953 he scaled the highest mountain then known to man-29,000 feet straight up. He was knighted for his efforts.
He even made American Express card commercials because of it! However, until we read his book, High Adventure, we don't understand that Hillary had to grow into this success.
You see, in 1952 he attempted to climb Mount Everest, but failed. A few weeks later a group in England asked him to address its members.
Hillary walked on stage to a thunderous applause. The audience was recognizing an attempt at greatness, but Edmund Hillary saw himself as a failure. He moved away from the microphone and walked to the edge of the platform.
He made a fist and pointed at a picture of the mountain. He said in a loud voice, "Mount Everest, you beat me the first time, but I'll beat you the next time because you've grown all you are going to grow... but I'm still growing!"
He even made American Express card commercials because of it! However, until we read his book, High Adventure, we don't understand that Hillary had to grow into this success.
You see, in 1952 he attempted to climb Mount Everest, but failed. A few weeks later a group in England asked him to address its members.
Hillary walked on stage to a thunderous applause. The audience was recognizing an attempt at greatness, but Edmund Hillary saw himself as a failure. He moved away from the microphone and walked to the edge of the platform.
He made a fist and pointed at a picture of the mountain. He said in a loud voice, "Mount Everest, you beat me the first time, but I'll beat you the next time because you've grown all you are going to grow... but I'm still growing!"
The Success Story of Soichiro Honda
Like most other countries, Japan was hit badly by the Great Depression of the 1930s. In 1938, Soichiro Honda was still in school, when he started a little workshop, developing the concept of the piston ring.
His plan was to sell the idea to Toyota. He labored night and day, even slept in the workshop, always believing he could perfect his design and produce a worthy product. He was married by now, and pawned his wife's jewelry for working capital.
Finally, came the day he completed his piston ring and was able to take a working sample to Toyota, only to be told that the rings did not meet their standards! Soichiro went back to school and suffered ridicule when the engineers laughed at his design.
He refused to give up. Rather than focus on his failure, he continued working towards his goal. Then, after two more years of struggle and redesign, he won a contract with Toyota.
By now, the Japanese government was gearing up for war! With the contract in hand, Soichiro Honda needed to build a factory to supply Toyota, but building materials were in short supply. Still he would not quit! He invented a new concrete-making process that enabled him to build the factory.
With the factory now built, he was ready for production, but the factory was bombed twice and steel became unavailable, too. Was this the end of the road for Honda?
NO!
He started collecting surplus gasoline cans discarded by US fighters "Gifts from President Truman," he called them, which became the new raw materials for his rebuilt manufacturing process. Finally, an earthquake destroyed the factory.
After the war, an extreme gasoline shortage forced people to walk or use bicycles. Honda built a tiny engine and attached it to his bicycle. His neighbors wanted one, and although he tried, materials could not be found and he was unable to supply the demand.
Was he ready to give up now?
NO!
Soichiro Honda wrote to 18,000 bicycles shop owners and, in an inspiring letter, asked them to help him revitalize Japan. 5,000 responded and advanced him what little money they could to build his tiny bicycle engines. Unfortunately, the first models were too bulky to work well, so he continued to develop and adapt, until finally, the small engine 'The Super Cub' became a reality and was a success. With success in Japan, Honda began exporting his bicycle engines to Europe and America.
End of story? No! In the 1970s there was another gas shortage, this time in America and automotive fashion turned to small cars. Honda was quick to pick up on the trend. Experts now in small engine design, the company started making tiny cars, smaller than anyone had seen before, and rode another wave of success.
Today, Honda Corporation employs over 100,000 people in the USA and Japan, and is one of the world's largest automobile companies. Honda succeeded because one man made a truly committed decision, acted upon it, and made adjustments on a continuous basis. Failure was simply not considered a possibility.
Truly inspiring isn't it? Another stalwart who has overcome all odds to make Honda a household name with sheer dedication and hard work.
His plan was to sell the idea to Toyota. He labored night and day, even slept in the workshop, always believing he could perfect his design and produce a worthy product. He was married by now, and pawned his wife's jewelry for working capital.
Finally, came the day he completed his piston ring and was able to take a working sample to Toyota, only to be told that the rings did not meet their standards! Soichiro went back to school and suffered ridicule when the engineers laughed at his design.
He refused to give up. Rather than focus on his failure, he continued working towards his goal. Then, after two more years of struggle and redesign, he won a contract with Toyota.
By now, the Japanese government was gearing up for war! With the contract in hand, Soichiro Honda needed to build a factory to supply Toyota, but building materials were in short supply. Still he would not quit! He invented a new concrete-making process that enabled him to build the factory.
With the factory now built, he was ready for production, but the factory was bombed twice and steel became unavailable, too. Was this the end of the road for Honda?
NO!
He started collecting surplus gasoline cans discarded by US fighters "Gifts from President Truman," he called them, which became the new raw materials for his rebuilt manufacturing process. Finally, an earthquake destroyed the factory.
After the war, an extreme gasoline shortage forced people to walk or use bicycles. Honda built a tiny engine and attached it to his bicycle. His neighbors wanted one, and although he tried, materials could not be found and he was unable to supply the demand.
Was he ready to give up now?
NO!
Soichiro Honda wrote to 18,000 bicycles shop owners and, in an inspiring letter, asked them to help him revitalize Japan. 5,000 responded and advanced him what little money they could to build his tiny bicycle engines. Unfortunately, the first models were too bulky to work well, so he continued to develop and adapt, until finally, the small engine 'The Super Cub' became a reality and was a success. With success in Japan, Honda began exporting his bicycle engines to Europe and America.
End of story? No! In the 1970s there was another gas shortage, this time in America and automotive fashion turned to small cars. Honda was quick to pick up on the trend. Experts now in small engine design, the company started making tiny cars, smaller than anyone had seen before, and rode another wave of success.
Today, Honda Corporation employs over 100,000 people in the USA and Japan, and is one of the world's largest automobile companies. Honda succeeded because one man made a truly committed decision, acted upon it, and made adjustments on a continuous basis. Failure was simply not considered a possibility.
Truly inspiring isn't it? Another stalwart who has overcome all odds to make Honda a household name with sheer dedication and hard work.
Thursday, November 26, 2009
Don't Let Sorrow In!
She was a poor woman - a widow who had braved many a calamity in the course of her life. Misfortune and tragedy had dogged her footsteps. And yet, she always wore a lovely smile on her face. serenity seemed to envelop her presence; and peace dwelt in her heart.
Everyone who met her marvelled at her courage. How could she remain so calm and serene amidst the turbulence of her life? What was the secret of her inner peace?
To those who asked her these questions, she replied, "All the water in the sea cannot make a ship sink. But if the water gets inside the ship,
it soon sinks without a trace. So it is with sorrow.
Sorrow cannot drown you unless you allow it to get inside you!"
Everyone who met her marvelled at her courage. How could she remain so calm and serene amidst the turbulence of her life? What was the secret of her inner peace?
To those who asked her these questions, she replied, "All the water in the sea cannot make a ship sink. But if the water gets inside the ship,
it soon sinks without a trace. So it is with sorrow.
Sorrow cannot drown you unless you allow it to get inside you!"
Wednesday, November 25, 2009
A True Leader
A lot of literature is available about leadership. But if you ask me what is the one important quality of a true leader, then I will answer like this:
Come to the edge, he said.
They said, we are afraid.
Come to the edge, he said.
They came.
He pushed...and they flew.
A leader sees the hidden potential of his subordinates. So are you a true leader?
Come to the edge, he said.
They said, we are afraid.
Come to the edge, he said.
They came.
He pushed...and they flew.
A leader sees the hidden potential of his subordinates. So are you a true leader?
LISTEN and give me your most precious gift
When I ask you to listen to me and you start giving advice, you have not done what I have asked.
When I ask you to listen to me and you begin telling me why I shouldn’t feel the way I feel, you are trampling on my feelings.
When I ask you to listen to me and you feel you have to do something to solve my problems, you have failed me, as strange as that may seem.
Listen!
All I asked was that you listen. No Talk. Or do.
Just hear me. Advice is cheap: 35 cents will get me both Dear Abby and editorials in the same newspaper.
And I can “do” for myself – I’m not helpless. Maybe discouraged and faltering, but not helpless.
When you do something for me that I can (and need to) do for myself, you contribute to my fear and inadequacy.
But when you accept, as a simple fact, that I do feel what I feel no matter how irrational, then I can quit trying to convince you and can get about the business of understanding what’s behind this feeling.
And when that’s clear, the answers are obvious, and I don’t need advice. Thoughts and feelings make sense when we understand what’s behind them.
So please, listen. And give me the most precious gift you have to give!
When I ask you to listen to me and you begin telling me why I shouldn’t feel the way I feel, you are trampling on my feelings.
When I ask you to listen to me and you feel you have to do something to solve my problems, you have failed me, as strange as that may seem.
Listen!
All I asked was that you listen. No Talk. Or do.
Just hear me. Advice is cheap: 35 cents will get me both Dear Abby and editorials in the same newspaper.
And I can “do” for myself – I’m not helpless. Maybe discouraged and faltering, but not helpless.
When you do something for me that I can (and need to) do for myself, you contribute to my fear and inadequacy.
But when you accept, as a simple fact, that I do feel what I feel no matter how irrational, then I can quit trying to convince you and can get about the business of understanding what’s behind this feeling.
And when that’s clear, the answers are obvious, and I don’t need advice. Thoughts and feelings make sense when we understand what’s behind them.
So please, listen. And give me the most precious gift you have to give!
Monday, November 16, 2009
Donot GOSSIP!
A woman repeated a bit of gossip about a neighbor.Within a few days the whole community knew the story. The person it concerned was deeply hurt and offended. Later the woman responsible for spreading the rumor learned that it was completely untrue. She was very sorry and went to a wise old sage to find out what she could do to repair the damage.
"Go to the marketplace," he said, "and purchase a chicken, and have it killed. Then on your way home, pluck its feathers and drop them one by one along the road." Although surprised by this advice, the woman did what she was told.
The next day the wise man said, "Now go and collect all those feathers you dropped yesterday and bring them back to me."
The woman followed the same road, but to her dismay, the wind had blown the feathers all away. After searching for hours, she returned with only three in her hand. "You see," said the old sage, "it's easy to drop them, but it's impossible to get them back. So it is with gossip. It doesn't take much to spread a rumor, but once you do, you can never completely undo the wrong."
"Go to the marketplace," he said, "and purchase a chicken, and have it killed. Then on your way home, pluck its feathers and drop them one by one along the road." Although surprised by this advice, the woman did what she was told.
The next day the wise man said, "Now go and collect all those feathers you dropped yesterday and bring them back to me."
The woman followed the same road, but to her dismay, the wind had blown the feathers all away. After searching for hours, she returned with only three in her hand. "You see," said the old sage, "it's easy to drop them, but it's impossible to get them back. So it is with gossip. It doesn't take much to spread a rumor, but once you do, you can never completely undo the wrong."
Saturday, November 14, 2009
Learn to say No or go bald!
In the old days, when men were allowed to have many wives, a
middle-aged Man had one wife that was old and one that was
young; each loved him very much, and desired to see him like
herself.
Now the Man's hair was turning grey, which the young Wife did
not like, as it made him look too old for her husband. So every
night she used to comb his hair and pick out the white ones. But
the elder Wife saw her husband growing grey with great pleasure,
for she did not like to be mistaken for his mother. So every
morning she used to arrange his hair and pick out as many of the
black ones as she could. The consequence was the Man soon
found himself entirely bald.
Moral:
Yield to all and you will soon have nothing to yield.
Friday, November 13, 2009
How does your organization deal with mistakes?
When Tom Watson Jr. was chief executive of IBM in the early 1960s, he summoned an executive to his office after the man lost $10 million in a venture. Watson asked the man, “Do you know why I called you here?” Knowing of Watson’s legendary temper, the man replied: “I assume you’re going to fire me.”
“Fire you?” Watson asked. “I spent $10 million educating you. I just want to be sure you learned the right lessons.”
So what yourself or your organization would have done in this situation?
“Fire you?” Watson asked. “I spent $10 million educating you. I just want to be sure you learned the right lessons.”
So what yourself or your organization would have done in this situation?
Thursday, November 12, 2009
A Case For JITT(Just In Time Training)
In 1991, one organization put some 900 people through a basic seven-step problem-solving course, using two approaches. About half the employees came to its central corporate training facility for standard classroom training. The other half were trained in teams, on the job. This group didn’t get trained until they were part of a team that was working on a real problem. When they got to a point where they needed help, they called in a facilitator. First they learned Step 1 and applied what they learned. They didn’t worry about Steps 2 or 3 until they needed them. You might call this just-in-time training.
Three or four months later, when the organization surveyed the people who went through these two programs. Of those who had received just-in-time, on-the-job training, 80 percent said they felt they used what they learned. Of those who had received standard classroom training, only 30 to 40 percent felt they had actually put to use what they were taught. This makes out a strong case for JIIT oR Just In Time Training.
Three or four months later, when the organization surveyed the people who went through these two programs. Of those who had received just-in-time, on-the-job training, 80 percent said they felt they used what they learned. Of those who had received standard classroom training, only 30 to 40 percent felt they had actually put to use what they were taught. This makes out a strong case for JIIT oR Just In Time Training.
Thursday, November 5, 2009
5 Reasons You Don't Need Training
Today I came across a beautiful article written by Michele Martin called "5 Reasons You Don't Need Training". It is an eye opener to all those people who think Training can be used in fixing any problem. Read this and think again about your view on training.
When management finds that staff are not engaging in work behaviors desired by the organization, they often turn to training as the response for "fixing" the problem. But training frequently isn't the answer.
In this post I want to share 5 situations that won't be resolved by training:
1. To Make Up for Poorly Designed Work Processes--Many organizations have poorly designed work processes and customer flow. These processes have often been jerry-rigged to meet regulations or accommodate some shortcoming. Staff have often developed work-arounds that take them closer to their goals or that can be done more quickly and it is these work-arounds that management doesn't like.
But generally the reason that staff aren't adhering to a work policy or process is because the process isn't working. They know perfectly well what they SHOULD be doing, so lack of skill isn't their problem. Instead, they find that the process is not working for them, so they devise some other way to get their job done.
2. As a Replacement for Corrective Action
Several years ago when I was the HR manager for a large manufacturer, we had some serious problems with a couple of managers who were engaging in sexual harassment. Rather than disciplining the two offenders, my boss insisted that we needed to run a training for all of the managers in the company (over 50 people). Since they had never done sexual harassment training before, running a session wasn't a bad idea. But it wasn't the complete answer to the problem, either. What was really needed was to use a corrective action process with the offending employees.
I've found that many organizations are uncomfortable with confronting an employee who is not engaging in desired work behaviors. If a few people are having a problem with coming back from lunch on time, the next thing you know everyone is in a training on "time management." Training should never be a replacement for corrective action. It's frustrating to the people who are behaving appropriately and the staff with the problem generally don't believe that the training is directed at them.
3. To Satisfy a "Requirement" for Professional Development
One of my clients contracts to a large government agency that requires periodic staff development. Although in principle this is a good thing, in practice what happens is that managers realize at the last minute that they're supposed to be doing staff training at certain times during the year, so they run around trying to find a topic and a trainer to satisfy the requirement.
Ongoing professional development is very much a necessity in today's economy. But it can't happen just to prove that you're providing training to staff. It needs to be part of a larger professional development planning process that has clearly identified specific skills that staff need. And arranging for the training should be done thoughtfully, not haphazardly.
4. When Performance Expectations Have Not Been Properly Developed
I've written previously (here, here and here) about how performance expectations are the real drivers of staff behavior and how they must be properly formulated to be effective in encouraging staff to engage in the work behaviors you desire. People respond to the systems in which they operate--they tend to do what they are rewarded for doing and to not do the things that are ignored or punished. I can train until the cows come home, but if staff are not going to be rewarded for using the skills I'm teaching, then it's unlikely that they will actually use them on the job. Before you get someone in to do a training session, first make sure that you've set the right expectations for performance that will encourage workers to use what they're being taught.
5. When You Don't Have Management Understanding and Buy-In
I can't tell you the number of trainings I've conducted that supervisors and managers had no clue about. This is invariably a recipe for frustration and confusion because staff don't understand why they've been sent to a training about which their managers have no real knowledge. They know that the skills they're learning will not be used or reinforced on the job if their managers don't know anything about these skills, so to them, the training becomes "nice to know," rather than "need to know." And in most organizations, there's no time for "nice to know."
As I said earlier, training only works when performance expectations have been clearly articulated and the training supports those expectations. For this to be the case, managers must know what's going on in the training sessions their staff are attending. And they must be able to incorporate what staff are learning into the daily work of staff. Without management understanding and buy-in, there will be little transfer of training to the job. Which means that training has pretty much been a waste.
So when IS training the answer?
For training to be effective, these conditions must be met:
• Staff must lack skill in the area in which training will be provided. If people don't know how to properly perform a task, then training can teach them how to do that. But if there's some other reason that staff aren't behaving in a certain way, training won't help.
• Performance expectations have been clearly set and the training that's provided clearly leads to staff being able to meet these expectations.
• Managers have a clear understanding of what is being taught in the training.
• There's a plan for ensuring that staff have the tools, resources and supports to use the new skills when they return to the job. How many times have you participated in computer training three months before the computer arrived on your desk? How much did you actually remember? 'Nuff said."
• Work processes have been adjusted to incorporate the use of the new skills. If staff are being taught how to use new tools, then the use of those tools should be embedded in their daily work. If they are being taught specific ways to engage with clients, then work processes should support staff in being able to engage in those behaviors.
If you can meet these conditions, then it's time to offer training. If not, then you need to rethink what you're doing and make some adjustments to your plan.
When management finds that staff are not engaging in work behaviors desired by the organization, they often turn to training as the response for "fixing" the problem. But training frequently isn't the answer.
In this post I want to share 5 situations that won't be resolved by training:
1. To Make Up for Poorly Designed Work Processes--Many organizations have poorly designed work processes and customer flow. These processes have often been jerry-rigged to meet regulations or accommodate some shortcoming. Staff have often developed work-arounds that take them closer to their goals or that can be done more quickly and it is these work-arounds that management doesn't like.
But generally the reason that staff aren't adhering to a work policy or process is because the process isn't working. They know perfectly well what they SHOULD be doing, so lack of skill isn't their problem. Instead, they find that the process is not working for them, so they devise some other way to get their job done.
2. As a Replacement for Corrective Action
Several years ago when I was the HR manager for a large manufacturer, we had some serious problems with a couple of managers who were engaging in sexual harassment. Rather than disciplining the two offenders, my boss insisted that we needed to run a training for all of the managers in the company (over 50 people). Since they had never done sexual harassment training before, running a session wasn't a bad idea. But it wasn't the complete answer to the problem, either. What was really needed was to use a corrective action process with the offending employees.
I've found that many organizations are uncomfortable with confronting an employee who is not engaging in desired work behaviors. If a few people are having a problem with coming back from lunch on time, the next thing you know everyone is in a training on "time management." Training should never be a replacement for corrective action. It's frustrating to the people who are behaving appropriately and the staff with the problem generally don't believe that the training is directed at them.
3. To Satisfy a "Requirement" for Professional Development
One of my clients contracts to a large government agency that requires periodic staff development. Although in principle this is a good thing, in practice what happens is that managers realize at the last minute that they're supposed to be doing staff training at certain times during the year, so they run around trying to find a topic and a trainer to satisfy the requirement.
Ongoing professional development is very much a necessity in today's economy. But it can't happen just to prove that you're providing training to staff. It needs to be part of a larger professional development planning process that has clearly identified specific skills that staff need. And arranging for the training should be done thoughtfully, not haphazardly.
4. When Performance Expectations Have Not Been Properly Developed
I've written previously (here, here and here) about how performance expectations are the real drivers of staff behavior and how they must be properly formulated to be effective in encouraging staff to engage in the work behaviors you desire. People respond to the systems in which they operate--they tend to do what they are rewarded for doing and to not do the things that are ignored or punished. I can train until the cows come home, but if staff are not going to be rewarded for using the skills I'm teaching, then it's unlikely that they will actually use them on the job. Before you get someone in to do a training session, first make sure that you've set the right expectations for performance that will encourage workers to use what they're being taught.
5. When You Don't Have Management Understanding and Buy-In
I can't tell you the number of trainings I've conducted that supervisors and managers had no clue about. This is invariably a recipe for frustration and confusion because staff don't understand why they've been sent to a training about which their managers have no real knowledge. They know that the skills they're learning will not be used or reinforced on the job if their managers don't know anything about these skills, so to them, the training becomes "nice to know," rather than "need to know." And in most organizations, there's no time for "nice to know."
As I said earlier, training only works when performance expectations have been clearly articulated and the training supports those expectations. For this to be the case, managers must know what's going on in the training sessions their staff are attending. And they must be able to incorporate what staff are learning into the daily work of staff. Without management understanding and buy-in, there will be little transfer of training to the job. Which means that training has pretty much been a waste.
So when IS training the answer?
For training to be effective, these conditions must be met:
• Staff must lack skill in the area in which training will be provided. If people don't know how to properly perform a task, then training can teach them how to do that. But if there's some other reason that staff aren't behaving in a certain way, training won't help.
• Performance expectations have been clearly set and the training that's provided clearly leads to staff being able to meet these expectations.
• Managers have a clear understanding of what is being taught in the training.
• There's a plan for ensuring that staff have the tools, resources and supports to use the new skills when they return to the job. How many times have you participated in computer training three months before the computer arrived on your desk? How much did you actually remember? 'Nuff said."
• Work processes have been adjusted to incorporate the use of the new skills. If staff are being taught how to use new tools, then the use of those tools should be embedded in their daily work. If they are being taught specific ways to engage with clients, then work processes should support staff in being able to engage in those behaviors.
If you can meet these conditions, then it's time to offer training. If not, then you need to rethink what you're doing and make some adjustments to your plan.
Wednesday, November 4, 2009
CLUB 99
Once upon a time, there lived a King who, despite his luxurious lifestyle, was neither happy nor content.
One day, the King came upon a servant who was singing happily while he worked. This fascinated the King; why was he, the Supreme Ruler of the
Land, unhappy and gloomy, while a lowly servant had so much joy. The King asked the servant, "Why are you so happy?"
The man replied, "Your Majesty, I am nothing but a servant, but my family and I don't need too much - just a roof over our heads and warm food to fill our tummies."
The king was not satisfied with that reply. Later in the day, he sought the advice of his most trusted advisor. After hearing the King's woes and
the servant's story, the advisor said, "Your Majesty, I believe that the servant has not been made part of The 99 Club."
"The 99 Club? And what exactly is that?" the King inquired.
The advisor replied, "Your Majesty, to truly know what The 99 Club is, place 99 Gold coins in a bag and leave it at this servant's doorstep."
When the servant saw the bag, he took it into his house. When he opened the bag, he let out a great shout of joy... so many gold coins!
He began to count them. After several counts, he was at last convinced that there were 99 coins. He wondered, "What could've happened to that last gold coin? Surely, no one would leave 99 coins!" He looked everywhere he could, but that final coin was elusive. Finally, exhausted, he decided that he was going to have to work harder than ever to earn that gold coin and complete his collection.
From that day, the servant's life was changed. He was overworked, horribly grumpy, and castigated his family for not helping him make that 100th
gold coin. He stopped singing while he worked.
Witnessing this drastic transformation, the King was puzzled. When he sought his advisor's help, the advisor said, "Your Majesty, the servant
has now officially joined The 99 Club."
He continued, "The 99 Club is a name given to those people who have enough to be happy but are never content, because they're always yearning and striving for that extra 1 telling to themselves: "Let me get that one final thing and then I will be happy for life."
We can be happy, even with very little in our lives, but the minute we're given something bigger and better, we want even more! We lose our sleep, our happiness, we hurt the people around us; all these as a price for our growing needs and desires.
That's what joining The 99 Club is all about.
One day, the King came upon a servant who was singing happily while he worked. This fascinated the King; why was he, the Supreme Ruler of the
Land, unhappy and gloomy, while a lowly servant had so much joy. The King asked the servant, "Why are you so happy?"
The man replied, "Your Majesty, I am nothing but a servant, but my family and I don't need too much - just a roof over our heads and warm food to fill our tummies."
The king was not satisfied with that reply. Later in the day, he sought the advice of his most trusted advisor. After hearing the King's woes and
the servant's story, the advisor said, "Your Majesty, I believe that the servant has not been made part of The 99 Club."
"The 99 Club? And what exactly is that?" the King inquired.
The advisor replied, "Your Majesty, to truly know what The 99 Club is, place 99 Gold coins in a bag and leave it at this servant's doorstep."
When the servant saw the bag, he took it into his house. When he opened the bag, he let out a great shout of joy... so many gold coins!
He began to count them. After several counts, he was at last convinced that there were 99 coins. He wondered, "What could've happened to that last gold coin? Surely, no one would leave 99 coins!" He looked everywhere he could, but that final coin was elusive. Finally, exhausted, he decided that he was going to have to work harder than ever to earn that gold coin and complete his collection.
From that day, the servant's life was changed. He was overworked, horribly grumpy, and castigated his family for not helping him make that 100th
gold coin. He stopped singing while he worked.
Witnessing this drastic transformation, the King was puzzled. When he sought his advisor's help, the advisor said, "Your Majesty, the servant
has now officially joined The 99 Club."
He continued, "The 99 Club is a name given to those people who have enough to be happy but are never content, because they're always yearning and striving for that extra 1 telling to themselves: "Let me get that one final thing and then I will be happy for life."
We can be happy, even with very little in our lives, but the minute we're given something bigger and better, we want even more! We lose our sleep, our happiness, we hurt the people around us; all these as a price for our growing needs and desires.
That's what joining The 99 Club is all about.
Monday, November 2, 2009
STOP SHOUTING!
A saint asked his disciples, 'Why do we shout in anger? Why do people shout at each other when they are upset?'
Disciples thought for a while, one of them said, 'Because we lose our calm, we shout for that.'
But, why to shout when the other person is just next to you?' asked the saint. 'Isn't it possible to speak to him or her with a soft voice? Why do you shout at a person when you're angry?'
Disciples gave some other answers but none satisfied the saint. Finally he explained,
'When two people are angry at each other, their hearts distance a lot. To cover that distance they must shout to be able to hear each other. The angrier they are, the stronger they will have to shout to hear each other through that great distance.'
Then the saint asked, 'What happens when two people fall in love? They don't shout at each other but talk softly, why? Because their hearts are very close. The distance between them is very small...'
The saint continued, 'When they love each other even more, what happens? They do not speak, only whisper and they get even closer to each other in their love. Finally they even need not whisper, they only look at each other and that's all. That is how close two people are when they love each other.'
MORAL: When you argue do not let your hearts get distant, do not say words that distance each other more, else there will come a day when the distance is so great that you will not find the path to return.
Never Shout !!!
Disciples thought for a while, one of them said, 'Because we lose our calm, we shout for that.'
But, why to shout when the other person is just next to you?' asked the saint. 'Isn't it possible to speak to him or her with a soft voice? Why do you shout at a person when you're angry?'
Disciples gave some other answers but none satisfied the saint. Finally he explained,
'When two people are angry at each other, their hearts distance a lot. To cover that distance they must shout to be able to hear each other. The angrier they are, the stronger they will have to shout to hear each other through that great distance.'
Then the saint asked, 'What happens when two people fall in love? They don't shout at each other but talk softly, why? Because their hearts are very close. The distance between them is very small...'
The saint continued, 'When they love each other even more, what happens? They do not speak, only whisper and they get even closer to each other in their love. Finally they even need not whisper, they only look at each other and that's all. That is how close two people are when they love each other.'
MORAL: When you argue do not let your hearts get distant, do not say words that distance each other more, else there will come a day when the distance is so great that you will not find the path to return.
Never Shout !!!
Saturday, October 3, 2009
Who determines your value?
The young man was climbing the hill, slowly a step at a time. His bowed head seemed to indicate that something was bothering him. Perhaps he was lonely, or discouraged. He was coming to seek guidance from the wise man that lived on the hill on the outskirts of town.
Entering the counselor's house, the young man found him reading, deep in thought.
"Excuse me, sir," he said hesitantly. The old man lifted his eyes. Timidly, with a courteous bow and a voice of desperation, the young man said, "I have come seeing your help … sir." After a short pause, he continued, "I have dreams that I believe I can achieve, but no one thinks I have the ability to reach them. People see little value in me."
The old man continued his reading. After a while, he said, "Before I can give you any counsel, I need your help. Are you willing?"Somewhat disappointed for having his own needs ignored, the young man nevertheless responded, "I will try, sir."
The wise man stood up. Stretching himself a bit, he said, "I may need to pay a large debt in the future, for which I will need money. Here is my gold ring. Take it to the market and find out how much I can get for it, but don't settle for anything less than five gold coins. There is my horse. Go!"
The young man held onto the ring tightly and upon reaching the market place, went from stall to stall, offering it in exchange for cash. The fruit seller ignored him. The clothes merchant told him that he was not interested. The farmer selling chickens continued to bargain with a customer and waved him away.
Finally, the young man reached the pig seller's stall. After examining the ring for a while in his dirty hand, he said with a covetous smirk, "Tell the owner that I man be willing to give him five bronze coins for this."
"I fulfilled your assignment, sir," said the young man upon his return. "No one in the market is willing to give five gold coins for your beautiful ring."
"That's fine," responded the wise man. Now we know how little the market people value this ring. Go to the jeweler in town and show it to him."
When the jeweler saw the gold ring, he quickly stood up and used a silk handkerchief to hold it carefully. Bring it under a lamp, he examined it in detail with a magnifying glass. "A masterpiece," he said softly. "If the owner of the ring is in hurry, I will buy it for 10 gold coins myself. But if he gives me time to bring out all its beauty, I shall find a wealthy customer willing to pay at least 20 gold coins for it."
The wise man listened attentively to the report the happy young man brought back and then told him, "Don't let the ignorant tell you the value of something they know nothing about. Listen only to the appraisal of the skilled specialist, the one who can recognize the true value of a master artist's work."And with a smile, the wise man placed the golden ring back on his finger and waved the young man good-bye.
Entering the counselor's house, the young man found him reading, deep in thought.
"Excuse me, sir," he said hesitantly. The old man lifted his eyes. Timidly, with a courteous bow and a voice of desperation, the young man said, "I have come seeing your help … sir." After a short pause, he continued, "I have dreams that I believe I can achieve, but no one thinks I have the ability to reach them. People see little value in me."
The old man continued his reading. After a while, he said, "Before I can give you any counsel, I need your help. Are you willing?"Somewhat disappointed for having his own needs ignored, the young man nevertheless responded, "I will try, sir."
The wise man stood up. Stretching himself a bit, he said, "I may need to pay a large debt in the future, for which I will need money. Here is my gold ring. Take it to the market and find out how much I can get for it, but don't settle for anything less than five gold coins. There is my horse. Go!"
The young man held onto the ring tightly and upon reaching the market place, went from stall to stall, offering it in exchange for cash. The fruit seller ignored him. The clothes merchant told him that he was not interested. The farmer selling chickens continued to bargain with a customer and waved him away.
Finally, the young man reached the pig seller's stall. After examining the ring for a while in his dirty hand, he said with a covetous smirk, "Tell the owner that I man be willing to give him five bronze coins for this."
"I fulfilled your assignment, sir," said the young man upon his return. "No one in the market is willing to give five gold coins for your beautiful ring."
"That's fine," responded the wise man. Now we know how little the market people value this ring. Go to the jeweler in town and show it to him."
When the jeweler saw the gold ring, he quickly stood up and used a silk handkerchief to hold it carefully. Bring it under a lamp, he examined it in detail with a magnifying glass. "A masterpiece," he said softly. "If the owner of the ring is in hurry, I will buy it for 10 gold coins myself. But if he gives me time to bring out all its beauty, I shall find a wealthy customer willing to pay at least 20 gold coins for it."
The wise man listened attentively to the report the happy young man brought back and then told him, "Don't let the ignorant tell you the value of something they know nothing about. Listen only to the appraisal of the skilled specialist, the one who can recognize the true value of a master artist's work."And with a smile, the wise man placed the golden ring back on his finger and waved the young man good-bye.
Monday, September 28, 2009
Perfect Opportunity
A young man wished to marry the farmer's beautiful daughter. He went to the farmer to ask his permission.
The farmer looked at him and said, "Son, go stand out in that field.
I'm going to release three bulls, one at a time. If you can catch the tail of any one of the three bulls, you can marry my daughter."
The young man stood in the field awaiting the first bull. The barn door opened and out came the biggest, meanest looking bull he had ever seen.
He decided that one of the next bulls had to be a better choice than this one, so he ran over to the side and let the bull pass through.
The barn door opened again. Unbelievable. He had never seen anything so big and fierce in his life.
It stood pawing the ground, it eyed him. Whatever the next bull was like, it had to be a better choice than this one he thought.
He ran to the fence and let the bull pass through
The door opened a third time. A smile came across his face. This was the weakest bull he had ever seen. This one was his bull, he said to himself.
As the bull came running by, he positioned himself just right and jumped at just the exact moment. He threw his hands to grab.....
But alas.... The bull had no tail.
Moral of the Story………………………..
Moral of the Story………………………..
Moral of the Story………………………..
Moral of the Story………………………..
Do not wait for the perfect opportunity. Always grab the first one.
The farmer looked at him and said, "Son, go stand out in that field.
I'm going to release three bulls, one at a time. If you can catch the tail of any one of the three bulls, you can marry my daughter."
The young man stood in the field awaiting the first bull. The barn door opened and out came the biggest, meanest looking bull he had ever seen.
He decided that one of the next bulls had to be a better choice than this one, so he ran over to the side and let the bull pass through.
The barn door opened again. Unbelievable. He had never seen anything so big and fierce in his life.
It stood pawing the ground, it eyed him. Whatever the next bull was like, it had to be a better choice than this one he thought.
He ran to the fence and let the bull pass through
The door opened a third time. A smile came across his face. This was the weakest bull he had ever seen. This one was his bull, he said to himself.
As the bull came running by, he positioned himself just right and jumped at just the exact moment. He threw his hands to grab.....
But alas.... The bull had no tail.
Moral of the Story………………………..
Moral of the Story………………………..
Moral of the Story………………………..
Moral of the Story………………………..
Do not wait for the perfect opportunity. Always grab the first one.
Friday, September 25, 2009
Share Information and Solve Problems
Sharing information can help to solve a problem, how complicated it might be. Do not believe me? Then read this story.
A very old traditional brewery decided to install a new canning line, so as to enable its beer products to be marketed through the supermarket sector. This represented a major change for the little company, and local dignitaries and past employees were invited to witness the first running of the new canning line, which was followed by an buffet and drinks.
After the new line had been switched on successfully, and the formalities completed, the guests relaxed in small groups to chat and enjoy the buffet. In a quiet corner stood three men discussing trucks and transport and distribution, since one was the present distribution manager, and the other two were past holders of the post, having retired many years ago. The three men represented three generations of company distribution management, spanning over sixty years.
The present distribution manager confessed that his job was becoming more stressful because company policy required long deliveries be made on Monday and Tuesday, short deliveries on Fridays, and all other deliveries mid-week.
"It's so difficult to schedule things efficiently - heaven knows what we'll do with these new cans and the tight demands of the supermarkets..."
The other two men nodded in agreement.
"It was the same in my day," sympathised the present manager's predecessor, "It always seemed strange to me that trucks returning early on Mondays and Tuesdays couldn't be used for little local runs, because the local deliveries had to be left until Friday.."
The third man nodded, and was thinking hard, struggling to recall the policy's roots many years ago when he'd have been a junior in the despatch department. After a pause, the third man smiled and then ventured a suggestion.
"I think I remember now," he said, "It was the horses..... During the Second World War fuel rationing was introduced. So we mothballed the trucks and went back to using the horses. On Mondays the horses were well-rested after the weekend - hence the long deliveries. By Friday the horses so tired they could only handle the short local drops..."
Soon after the opening of the new canning line the company changed its delivery policy.
A very old traditional brewery decided to install a new canning line, so as to enable its beer products to be marketed through the supermarket sector. This represented a major change for the little company, and local dignitaries and past employees were invited to witness the first running of the new canning line, which was followed by an buffet and drinks.
After the new line had been switched on successfully, and the formalities completed, the guests relaxed in small groups to chat and enjoy the buffet. In a quiet corner stood three men discussing trucks and transport and distribution, since one was the present distribution manager, and the other two were past holders of the post, having retired many years ago. The three men represented three generations of company distribution management, spanning over sixty years.
The present distribution manager confessed that his job was becoming more stressful because company policy required long deliveries be made on Monday and Tuesday, short deliveries on Fridays, and all other deliveries mid-week.
"It's so difficult to schedule things efficiently - heaven knows what we'll do with these new cans and the tight demands of the supermarkets..."
The other two men nodded in agreement.
"It was the same in my day," sympathised the present manager's predecessor, "It always seemed strange to me that trucks returning early on Mondays and Tuesdays couldn't be used for little local runs, because the local deliveries had to be left until Friday.."
The third man nodded, and was thinking hard, struggling to recall the policy's roots many years ago when he'd have been a junior in the despatch department. After a pause, the third man smiled and then ventured a suggestion.
"I think I remember now," he said, "It was the horses..... During the Second World War fuel rationing was introduced. So we mothballed the trucks and went back to using the horses. On Mondays the horses were well-rested after the weekend - hence the long deliveries. By Friday the horses so tired they could only handle the short local drops..."
Soon after the opening of the new canning line the company changed its delivery policy.
Tuesday, September 22, 2009
Infosys Training Centre
Recently a particular news item attracted my attention. The news was about Infosys. It stated that Infosys has got world's largest training centre in mysore. The training centre is a 1.44 million square feet mega-structure.Infosys spent over Rs 2,000 crore (Rs 20 billion) in setting up the centre, of which Rs 1,700 crore (Rs 17 billion) was spent on education- and training-related infrastructure.
The figures are mind boggling.
The irony is that on the same day I heard about a reputed company who decided to outsource its entire training activities to save money.
Justifying the huge cost involved in this training centre Mr Narayana Murthy stated"We saw a world-class training facility that could impress our clientele as a necessity of the times.
"Many of our clients stay at the Mysore campus when they visit us and it is important that they take away a positive view of the company."
Now the option is before you:Whether you want to save money or you take a long term view and decide to develop your people?
Sunday, September 20, 2009
FERO-B
FERO-B stands for Fundamental Interpersonal Relationships Behaviour. This is a main tool in interpersonal relationships assessment. This was developed by Will Schutz.
The FIRO-B measures your interpersonal needs in three areas:
Inclusion (I)
The need for Inclusion relates to forming new relations an associating with others;
it determines the extent of contact and prominence that a person seeks. Some descriptors associated with Inclusion are
• belonging
• involvement
• participation
• recognition
• distinction
Control (C)
The need for Control relates to decision making, influence, and persuasion between
people; it determines the extent of power or dominance that a person seeks. Some descriptors associated with Control are
• power
• authority
• influence
• responsibility
• consistency
Affection (A)
The need for Affection relates to emotional ties and warm connections between people; it determines the extent of closeness that a person seeks.Some descriptors
associated with Affection are
• personal ties
• consensus
• sensitivity
• support
• openness
For each of the three interpersonal needs—Inclusion, Control, and Affection—the
FIRO-B also provides a measure of how much each need is Expressed or Wanted
by you.
Expressed (e)
The extent to which you will initiate the behavior is called the Expressed
dimension of that need.
Wanted (w)
The extent to which you want or will accept that behavior from others is called the Wanted dimension of the need.
The FIRO-B measures your interpersonal needs in three areas:
Inclusion (I)
The need for Inclusion relates to forming new relations an associating with others;
it determines the extent of contact and prominence that a person seeks. Some descriptors associated with Inclusion are
• belonging
• involvement
• participation
• recognition
• distinction
Control (C)
The need for Control relates to decision making, influence, and persuasion between
people; it determines the extent of power or dominance that a person seeks. Some descriptors associated with Control are
• power
• authority
• influence
• responsibility
• consistency
Affection (A)
The need for Affection relates to emotional ties and warm connections between people; it determines the extent of closeness that a person seeks.Some descriptors
associated with Affection are
• personal ties
• consensus
• sensitivity
• support
• openness
For each of the three interpersonal needs—Inclusion, Control, and Affection—the
FIRO-B also provides a measure of how much each need is Expressed or Wanted
by you.
Expressed (e)
The extent to which you will initiate the behavior is called the Expressed
dimension of that need.
Wanted (w)
The extent to which you want or will accept that behavior from others is called the Wanted dimension of the need.
LOOK HOW HARD I'VE TRIED
LOOK HOW HARD I'VE TRIED-It is a game described by Eric Berne In his book "Games people play". I have decided to write about this particular game in my blog as I feel that lot of people in their life played this game.
So the question is what exactly the game is all about? This is what Eric Berne says about the game:
In its common clinical form this is a three-handed game played by a married couple with a psychiatrist. The husband (usually) is bucking for a divorce, despite loud protestations to the contrary, while the spouse is more sincere in wanting to continue the marriage. He comes to the therapist under protest and talks just enough to demonstrate to the wife that he is cooperating; usually he plays a mild game of "Psychiatry" or "Courtroom." As time passes he exhibits either increasingly resentful pseudo-compliance or belligerent argumentativeness toward the therapist. At home he initially shows more "understanding" and restraint, and finally behaves worse than ever. After one, five or ten visits, depending on the skill of the therapist, he refuses to come any longer and goes hunting or fishing instead. The wife is then forced into filing for divorce. The husband is now blameless, since his wife has taken the initiative and he has demonstrated his good faith by going to the therapist. He is in a good position to say to any attorney, judge, friend or relative, "Look how hard I've tried!"
Now the question is how often you play this game? Let me know.
So the question is what exactly the game is all about? This is what Eric Berne says about the game:
In its common clinical form this is a three-handed game played by a married couple with a psychiatrist. The husband (usually) is bucking for a divorce, despite loud protestations to the contrary, while the spouse is more sincere in wanting to continue the marriage. He comes to the therapist under protest and talks just enough to demonstrate to the wife that he is cooperating; usually he plays a mild game of "Psychiatry" or "Courtroom." As time passes he exhibits either increasingly resentful pseudo-compliance or belligerent argumentativeness toward the therapist. At home he initially shows more "understanding" and restraint, and finally behaves worse than ever. After one, five or ten visits, depending on the skill of the therapist, he refuses to come any longer and goes hunting or fishing instead. The wife is then forced into filing for divorce. The husband is now blameless, since his wife has taken the initiative and he has demonstrated his good faith by going to the therapist. He is in a good position to say to any attorney, judge, friend or relative, "Look how hard I've tried!"
Now the question is how often you play this game? Let me know.
Friday, September 18, 2009
TRAINING MATURITY MATRIX
Now a day’s lot of organizations have realized the value of training. They want to train their workmen and to gain. But the question is what should be their goal? I mean what is the point they would like to reach in terms of training. In other words what should be their destination? Proceeding without knowing the destination is quite dangerous. Each and every organization must know in case of training function where they are and where they should be. So I propose this Training Maturity Matrix (TMM). No need to mention it draws inspiration from CMM.
In the training maturity matrix, I envisage five levels, each level representing an improvement over other level.
In the level one I would like to place those organizations in which no training facility is there. The aim of the employer is to employ those people who are willing to accept least possible salary. No need to mention that, only desperate people join this sort of organization. The employees leave the organization at the first available opportunity. This organization’s suffer from high attrition rate.
In the level two I would like to put those organizations in which some training facility is there but it exists in a haphazard manner. TNI is not carried in a proper manner. Employees are being sent to training programs which are not even remotely related to their area of operation. Training is a kind of paid holiday in this kind of organizations.
In the level three, I would like to place those organizations, the top management of which have realized the importance of systematic approach to training. Now they want to communicate its importance to their employees who are bit sceptical about it. In India lot of organizations come under it. Here the main task of the training manager is to convince the trainees to avail training and to convince the concerned departmental heads to release them for training on a stipulated time and date.
In the level four, I would like to put those organizations in which the top management as well as employees themselves have realized the importance of systematic approach to training. It is no longer required for training manager to convenience the trainees as well as departmental heads. Once nominated, the trainees avail the training and the concerned departmental heads release them to avail training.
In the level five, I would to place those organizations where employees themselves take the responsibility for training. They identify their training needs. The training department only acts as facilitator
Now all the five stages can be compared with the progression of human life. Level 1 and level 2 can be compared with childhood of a person. Childhood of a person is characterized by dependence and lack of maturity. Level 1 and level 2 shows the lack of maturity on the part of management
Level 3 can be compared with adolescent stage. An adolescent person is stubborn. He fails to see merit in the action of others. Same is the case with employees in level 3 organization. They fail to see merit in the action of management.
Level 4 can be compared with adulthood. An adult person thinks in a logical fashion. He analyzes a particular thing in a logical fashion and tries to find out whether that thing is good for him or not. In level 4 organizations both management and employees behave like an adult. Both of them have understood the value of systematic approach to training and and co-operate with each other in making training function a success.
Level 5 can be compared with mature adult. A mature adult takes initiative of his own. Same is the case with employees of level 5 organizations. They do not wait for management to identify their training needs, as they are knowledge workers. They know their training requirement and take the help of training department only for fine tuning purpose.
NOW THE BIG QUESTION IS: WHAT IS THE TRAINING MATURITY OF YOUR ORGANIZATION?
In the training maturity matrix, I envisage five levels, each level representing an improvement over other level.
In the level one I would like to place those organizations in which no training facility is there. The aim of the employer is to employ those people who are willing to accept least possible salary. No need to mention that, only desperate people join this sort of organization. The employees leave the organization at the first available opportunity. This organization’s suffer from high attrition rate.
In the level two I would like to put those organizations in which some training facility is there but it exists in a haphazard manner. TNI is not carried in a proper manner. Employees are being sent to training programs which are not even remotely related to their area of operation. Training is a kind of paid holiday in this kind of organizations.
In the level three, I would like to place those organizations, the top management of which have realized the importance of systematic approach to training. Now they want to communicate its importance to their employees who are bit sceptical about it. In India lot of organizations come under it. Here the main task of the training manager is to convince the trainees to avail training and to convince the concerned departmental heads to release them for training on a stipulated time and date.
In the level four, I would like to put those organizations in which the top management as well as employees themselves have realized the importance of systematic approach to training. It is no longer required for training manager to convenience the trainees as well as departmental heads. Once nominated, the trainees avail the training and the concerned departmental heads release them to avail training.
In the level five, I would to place those organizations where employees themselves take the responsibility for training. They identify their training needs. The training department only acts as facilitator
Now all the five stages can be compared with the progression of human life. Level 1 and level 2 can be compared with childhood of a person. Childhood of a person is characterized by dependence and lack of maturity. Level 1 and level 2 shows the lack of maturity on the part of management
Level 3 can be compared with adolescent stage. An adolescent person is stubborn. He fails to see merit in the action of others. Same is the case with employees in level 3 organization. They fail to see merit in the action of management.
Level 4 can be compared with adulthood. An adult person thinks in a logical fashion. He analyzes a particular thing in a logical fashion and tries to find out whether that thing is good for him or not. In level 4 organizations both management and employees behave like an adult. Both of them have understood the value of systematic approach to training and and co-operate with each other in making training function a success.
Level 5 can be compared with mature adult. A mature adult takes initiative of his own. Same is the case with employees of level 5 organizations. They do not wait for management to identify their training needs, as they are knowledge workers. They know their training requirement and take the help of training department only for fine tuning purpose.
NOW THE BIG QUESTION IS: WHAT IS THE TRAINING MATURITY OF YOUR ORGANIZATION?
CRITICISIM AND IMPROVEMENT
Once upon a time there was a painter who had just completed his course under disciplehood of a great painter. This young artist decided to assess his skills of skills so he decided to give his best strokes on the canvass. He took 3 days and painted beautiful scenery. Suddenly an idea flashed in his mind and he decided to display it on a busy street-square of that small town he was resident of. He wanted people's opinion about his caliber and painting skills..
He put his creation at a busy street-crossing. And just down below a board which read–
"Gentlemen, I have painted this piece. Since I'm new to this profession I might have committed some mistakes in my strokes etc. Please put a cross wherever you see a mistake."
While he came back in the evening to collect his painting he was completely shattered to see that whole canvass was filled with Xs (crosses) and some people had even written their comments on the painting.
Disheartened and broken completely he ran to his masters place and burst into tears. Sobbing and crying inconsolably he told his master about what happened and showed the pathetic state of his creation which was filled with marks everywhere. Such was the state that colors were not visible, only things one could see were crosses and correction remarks. This young artist was breathing heavily and master heard him saying "I'm useless and if this is what I have learnt to paint I'm not worth becoming a painter. People have rejected me completely.. I feel like dying"
Master smiled and suggested "My Son, I will prove that you are a great artist and have learnt a flawless painting."
Young disciple couldn't believe it and said "I have lost faith in me and I don't think I am good enough.. don't make false hopes.."
"Do as I say without questioning it.. It WILL work." Master interrupted him.
"Just paint exactly similar painting once again for me and give it to me. Will you do that for your master?.." Master instructed.
Young artist reluctantly agreed and two days later early morning he presented a replica of his earlier painting to his master. Master took that gracefully and smiled.
"Come with me." master said.
They reached the same street-square early morning and displayed the same painting exactly at the same place. Now master took out another board which read –
"Gentlemen, I have painted this piece. Since I'm new to this profession I might have committed some mistakes in my strokes etc. I have put a box with colors and brushes just below. Please do a favor. If you see a mistake, kindly pick up the brush and correct it."
Master and disciple walked back home.
They both visited the place same evening. Young painter was surprised to see that actually there was not a single correction done so far. But master wasn't satisfied as yet and he told his disciple "May be one day was too little a time for people to come up with ideas and take out time out of their busy schedules to correct it so let us keep it here for one more day. Tomorrow is Sunday, so we can expect some corrections coming in."
Next day again they visited and found painting remained untouched..
They say the painting was kept there for a month for no correction came in!
Moral of the Story: It is easier to criticize, but difficult to improve
He put his creation at a busy street-crossing. And just down below a board which read–
"Gentlemen, I have painted this piece. Since I'm new to this profession I might have committed some mistakes in my strokes etc. Please put a cross wherever you see a mistake."
While he came back in the evening to collect his painting he was completely shattered to see that whole canvass was filled with Xs (crosses) and some people had even written their comments on the painting.
Disheartened and broken completely he ran to his masters place and burst into tears. Sobbing and crying inconsolably he told his master about what happened and showed the pathetic state of his creation which was filled with marks everywhere. Such was the state that colors were not visible, only things one could see were crosses and correction remarks. This young artist was breathing heavily and master heard him saying "I'm useless and if this is what I have learnt to paint I'm not worth becoming a painter. People have rejected me completely.. I feel like dying"
Master smiled and suggested "My Son, I will prove that you are a great artist and have learnt a flawless painting."
Young disciple couldn't believe it and said "I have lost faith in me and I don't think I am good enough.. don't make false hopes.."
"Do as I say without questioning it.. It WILL work." Master interrupted him.
"Just paint exactly similar painting once again for me and give it to me. Will you do that for your master?.." Master instructed.
Young artist reluctantly agreed and two days later early morning he presented a replica of his earlier painting to his master. Master took that gracefully and smiled.
"Come with me." master said.
They reached the same street-square early morning and displayed the same painting exactly at the same place. Now master took out another board which read –
"Gentlemen, I have painted this piece. Since I'm new to this profession I might have committed some mistakes in my strokes etc. I have put a box with colors and brushes just below. Please do a favor. If you see a mistake, kindly pick up the brush and correct it."
Master and disciple walked back home.
They both visited the place same evening. Young painter was surprised to see that actually there was not a single correction done so far. But master wasn't satisfied as yet and he told his disciple "May be one day was too little a time for people to come up with ideas and take out time out of their busy schedules to correct it so let us keep it here for one more day. Tomorrow is Sunday, so we can expect some corrections coming in."
Next day again they visited and found painting remained untouched..
They say the painting was kept there for a month for no correction came in!
Moral of the Story: It is easier to criticize, but difficult to improve
LORD AND STEPPING STONE
In an Indian temple, when the priest had gone for
lunch, the Idol of the Lord and the Stepping Stone
were conversing.
Stepping Stone:"What a good fate you have. We both
were the same lump of rock for millions of years. The
sculptor carved an idol out of you and every one is
worshipping you. And look at me, I am a stepping stone
and every one stands on me and stamps on. What kind of
life is this?³
The Idol kept smiling and never bothered to answer
this, now, routine murmur from the stepping stone. But
the stepping stone ( stone used as a step, that is )
will never stop his constant bickering.
The Idol replied: 'But do you remember that when the
sculptor set out to carve an idol, it was you he
chose, first. You were so impatient. In one strike,
you broke in to two . But when he tried on me, I
grinned and bore all the hammers and chisel strikes
with PATIENCE . Here I am the worshipful and happy
Idol and you are the Stepping Stone³
The difference between success and failure is patience
and persistence
lunch, the Idol of the Lord and the Stepping Stone
were conversing.
Stepping Stone:"What a good fate you have. We both
were the same lump of rock for millions of years. The
sculptor carved an idol out of you and every one is
worshipping you. And look at me, I am a stepping stone
and every one stands on me and stamps on. What kind of
life is this?³
The Idol kept smiling and never bothered to answer
this, now, routine murmur from the stepping stone. But
the stepping stone ( stone used as a step, that is )
will never stop his constant bickering.
The Idol replied: 'But do you remember that when the
sculptor set out to carve an idol, it was you he
chose, first. You were so impatient. In one strike,
you broke in to two . But when he tried on me, I
grinned and bore all the hammers and chisel strikes
with PATIENCE . Here I am the worshipful and happy
Idol and you are the Stepping Stone³
The difference between success and failure is patience
and persistence
Monday, August 17, 2009
Ways to Maximize the Impact of Training
Being a person associated with T&D, I decided to produce the article written by Ron Kaufman about the ways to maximize the impact of training. This article is simple and the measures suggested by him are real. Hope this is of some use to all Training professionals.
Training your staff is an essential investment in today's changing and competitive environment. But just sending staff to attend training programs is not enough. You can maximize the impact of your investment by following these key guidelines for management and staff interaction "before", "during" and "after" the training program.
Before the Training Program:1. Review with staff why they were selected for the program and discuss anticipated benefits for the organization. This shifts their perspective from purely personal, "I am going to attend a training", to personal and organizational, "The organization is making an investment so I can attend a training. The purpose of this investment is to help me upgrade my skills so that our organization becomes even more competitive and productive." 2. Ask participants to talk about how they might benefit from the program. Where do they see opportunities for improvement in their own skills and/or behavior? 3. Discuss and obtain agreement from your staff on their punctuality, attendance and participation in the training program. 4. Redistribute participants' workload during their absence so they do not return to a mountain of pending matters. This helps participants keep their minds focused on the course. 5. If sending more than one participant, create a "buddy system" before they go. Buddy teams can ensure that both participants get maximum value and understanding from the training.
During the Training Program:1. If the course is more than one day long, have participants brief their managers as the course progresses. This can take the form of a short face-to-face meeting, a telephone call at the end of the day, or a summary fax written and sent overnight.Participants should identify what material was covered during the day, what new learning occurred, and what value they see in applying this learning back at work. 2. Discuss any ambiguities or uncertainties that arise. Help participants identify examples of learning points in application on the job. Help formulate clarifying questions for participants to bring back to the course instructor on the following day. 3. If there are interim assignments to complete, engage others who are not attending the course in discussions and deliberations. This brings the learning experience back into the office, building internal an support network for during and after the training.
After the Training Program:1. Meet with course participants to review: What were the most valuable learnings from this program? What will you do differently now at work? in which situations? When will you begin or try this new approach? What suggestions do you have to improve or customize the course? Who else should attend this particular training program? 2. Discuss organizational improvement based upon the participants' new learning. Be willing to implement new suggestions on a trial basis with participants involved in tracking and implementation
Training your staff is an essential investment in today's changing and competitive environment. But just sending staff to attend training programs is not enough. You can maximize the impact of your investment by following these key guidelines for management and staff interaction "before", "during" and "after" the training program.
Before the Training Program:1. Review with staff why they were selected for the program and discuss anticipated benefits for the organization. This shifts their perspective from purely personal, "I am going to attend a training", to personal and organizational, "The organization is making an investment so I can attend a training. The purpose of this investment is to help me upgrade my skills so that our organization becomes even more competitive and productive." 2. Ask participants to talk about how they might benefit from the program. Where do they see opportunities for improvement in their own skills and/or behavior? 3. Discuss and obtain agreement from your staff on their punctuality, attendance and participation in the training program. 4. Redistribute participants' workload during their absence so they do not return to a mountain of pending matters. This helps participants keep their minds focused on the course. 5. If sending more than one participant, create a "buddy system" before they go. Buddy teams can ensure that both participants get maximum value and understanding from the training.
During the Training Program:1. If the course is more than one day long, have participants brief their managers as the course progresses. This can take the form of a short face-to-face meeting, a telephone call at the end of the day, or a summary fax written and sent overnight.Participants should identify what material was covered during the day, what new learning occurred, and what value they see in applying this learning back at work. 2. Discuss any ambiguities or uncertainties that arise. Help participants identify examples of learning points in application on the job. Help formulate clarifying questions for participants to bring back to the course instructor on the following day. 3. If there are interim assignments to complete, engage others who are not attending the course in discussions and deliberations. This brings the learning experience back into the office, building internal an support network for during and after the training.
After the Training Program:1. Meet with course participants to review: What were the most valuable learnings from this program? What will you do differently now at work? in which situations? When will you begin or try this new approach? What suggestions do you have to improve or customize the course? Who else should attend this particular training program? 2. Discuss organizational improvement based upon the participants' new learning. Be willing to implement new suggestions on a trial basis with participants involved in tracking and implementation
Thursday, July 30, 2009
The Amazing Stoey Of Wilma Rudolph
Wilma Rudolph was born into poverty in the state of Tennessee. When she was four years old she had double pneumonia with scarlet fever, which left her paralyzed with polio. She had to wear braces and the doctor said that she would not be able to walk normally again.
Her mother encouraged her and said that she could do anything she wanted if she only believed. Wilma said,“I want to be the fastest woman on this earth.” At the age of nine, against the advice of the doctors, she removed the braces and took her first step. At the age of thirteen, she took part in her first race and came way, way last. She entered various other races and came way, way last until one day, she came in first.
At the age of fifteen she went to Tennessee State University where she met a coach. She told him that she wanted to become the fastest woman on the track, on this earth. The coach replied, “With your spirit nobody can stop you.” In the 1960 Olympics Wilma Rudolph, the paralytic girl, became the fastest woman on this earth by winningthree gold medals - in the 100 meter race, 200 meter race, and 400 meter relay.Who would have believed that a paralytic girl could have won three gold medals in the Olympics?
Wilma Rudolph did not see herself, as a cripple, but she saw herself as a winner. She took control of her destiny and went after her dream with a vengeance. Along the way she had to overcome challenges and discouragements but it was worthwhile when she collected her three gold medals. If a crippled person like Wilma can make it big, what more can we do with a perfect physical body."The past cannot be regained, although we can learn from it; the future is not yet ours even though we must plan for it. Time is now. We have only today."We have potential within us. All we need to do is believe and take the necessary action even when things get rough.
Her mother encouraged her and said that she could do anything she wanted if she only believed. Wilma said,“I want to be the fastest woman on this earth.” At the age of nine, against the advice of the doctors, she removed the braces and took her first step. At the age of thirteen, she took part in her first race and came way, way last. She entered various other races and came way, way last until one day, she came in first.
At the age of fifteen she went to Tennessee State University where she met a coach. She told him that she wanted to become the fastest woman on the track, on this earth. The coach replied, “With your spirit nobody can stop you.” In the 1960 Olympics Wilma Rudolph, the paralytic girl, became the fastest woman on this earth by winningthree gold medals - in the 100 meter race, 200 meter race, and 400 meter relay.Who would have believed that a paralytic girl could have won three gold medals in the Olympics?
Wilma Rudolph did not see herself, as a cripple, but she saw herself as a winner. She took control of her destiny and went after her dream with a vengeance. Along the way she had to overcome challenges and discouragements but it was worthwhile when she collected her three gold medals. If a crippled person like Wilma can make it big, what more can we do with a perfect physical body."The past cannot be regained, although we can learn from it; the future is not yet ours even though we must plan for it. Time is now. We have only today."We have potential within us. All we need to do is believe and take the necessary action even when things get rough.
Friday, May 22, 2009
MAKING A CRICKET BALL AND AN ORGANIZATION
You might begin to wonder what’s this all about ! You might begin to get curious as what’s this all about, and what has it (MAKING A CRICKET BALL AND AN ORGANIZATION) got to do with your life – at leastprofessional life.Well read on and see what you can unfold.
Let us first get straight to the making of the not LESS than 156 g (5.5 oz) or MORE than 163 g (5.75 oz) “cherry.” That gets hurled through the 20 m (66 ft) long and about 3 m (10 ft) wide strip, which beats the best, which also gets beaten by the best.Cricket Ball: Has a “kernel” which is the “core,” if you may wish to call. It is a spherical corky-wooden-soft nut, much like the nut of a ‘oak.’ Solid but not unbreakable, needs a big hammer to crack it.Organization
: Now take the case of an organization which also believes in having a “core.” Most well run organizations have a solid “core,” not unbreakable again but it needs terrific effort for anyone to break it.
Cricket Ball: The “core” of the ball is made of alternating layers of cork and wool layer after layer.
Organization : The management team the middle level, the junior level and then the juniors are all bound layer by layer by “values, trust, integrity, honest, sincerity, purpose …etc
Cricket Ball: When the wrap attains a size not larger than 23 cm (9 in) in circumference, it gets covered with four pieces of leather, shaped like orange quarters, sewn together along an equatorial seam. The stitching is raised lightly. It then gets dyed usually red and polished to obtain the shine.
Organization : When the core gets wrapped to a certain wieldy size it gets sewn up by “policies” and “culture” then a lot of transmission takes place between everyone in the organization to make it “shine”
Cricket Ball: When the ball gets ready it has to pass through a “Ball Gauge,” an insturment used by the umpires in the game to check whether the size of the cricket ball meets the standard measurements mandated by the Laws of Cricket. It is usually in the form some what like a pair of “hand-cuffs” with two connected rings: one ring has a minimum acceptable diameter, through which the ball should not pass and the other ring has the maximum acceptable diameter through which the ball should pass. If the ball cannot pass through mininimum diameter, or passes through the minimum diameter, or becomes mis-shapen, the umpires should replace the ball. The replacement ball is ideally an old ball which was used in some match before for a comparable number of overs as the ball being replaced, so that it has had approximatly the same amount of use and wear as the old ball.
Organization : Any organization after formation passes through a severe test for survival. It can’t afford to be too aggressive nor can it afford to be less aggressive. And it has the various governing bodies that keep monitoring whether the guidelines provided are followed and that there are no violations. Only here it differs from the ball as one organization which falters doesn’t get replaced by another, but it has to be formed all over again.
Cricket Ball: You need to practice hard, train well to learn how to use the “cherry” to do well game after game, consistently to attain the heights of the greats that played the game, and well too. What Kapil Dev, Richard Hadlee, Muthiah Muralidharan, Anil Kumble, Shane Warne, Glenn McGrath, Imran Khan, and the list goes on endlessly, do is to stick hard tothe basics of “line and length.” It is because they do this time and time again and put their heart and soul into game applying “focus and concentration,” that results speak for themselves and these people became as great as they did or do…
Organization : People in the growing “organization” have to work hard, and put to use all that they learnt through their education from the school to the highest professional degree each goes to attain. They practice “fair play” and look after everyone with care. What Narayan Murthy, Azim Premji, Tata, Birla’s, list goes on endlessly and the so many successful leaders of successful organization, do is to stick hard to thebasics of “line - “values, trust, integrity, honest, sincerity, purpose and length the longevity .” It is because they do this time and time again and put their heart and soul into the enterprise applying “focus andconcentration,” that results speak for themselves and these people became as great as they did or do…
Finally A Cricket Ball: Very hard from the “outside” and “soft” from the inside “core” Organization: Very hard from the “outside” because they have to succeed and show results and “soft” from the inside “core” because they are all human being behind the whole thing.
So that’s that – the “Makings of a Cricket ball” and the “Makings of an Organization.
Let us first get straight to the making of the not LESS than 156 g (5.5 oz) or MORE than 163 g (5.75 oz) “cherry.” That gets hurled through the 20 m (66 ft) long and about 3 m (10 ft) wide strip, which beats the best, which also gets beaten by the best.Cricket Ball: Has a “kernel” which is the “core,” if you may wish to call. It is a spherical corky-wooden-soft nut, much like the nut of a ‘oak.’ Solid but not unbreakable, needs a big hammer to crack it.Organization
: Now take the case of an organization which also believes in having a “core.” Most well run organizations have a solid “core,” not unbreakable again but it needs terrific effort for anyone to break it.
Cricket Ball: The “core” of the ball is made of alternating layers of cork and wool layer after layer.
Organization : The management team the middle level, the junior level and then the juniors are all bound layer by layer by “values, trust, integrity, honest, sincerity, purpose …etc
Cricket Ball: When the wrap attains a size not larger than 23 cm (9 in) in circumference, it gets covered with four pieces of leather, shaped like orange quarters, sewn together along an equatorial seam. The stitching is raised lightly. It then gets dyed usually red and polished to obtain the shine.
Organization : When the core gets wrapped to a certain wieldy size it gets sewn up by “policies” and “culture” then a lot of transmission takes place between everyone in the organization to make it “shine”
Cricket Ball: When the ball gets ready it has to pass through a “Ball Gauge,” an insturment used by the umpires in the game to check whether the size of the cricket ball meets the standard measurements mandated by the Laws of Cricket. It is usually in the form some what like a pair of “hand-cuffs” with two connected rings: one ring has a minimum acceptable diameter, through which the ball should not pass and the other ring has the maximum acceptable diameter through which the ball should pass. If the ball cannot pass through mininimum diameter, or passes through the minimum diameter, or becomes mis-shapen, the umpires should replace the ball. The replacement ball is ideally an old ball which was used in some match before for a comparable number of overs as the ball being replaced, so that it has had approximatly the same amount of use and wear as the old ball.
Organization : Any organization after formation passes through a severe test for survival. It can’t afford to be too aggressive nor can it afford to be less aggressive. And it has the various governing bodies that keep monitoring whether the guidelines provided are followed and that there are no violations. Only here it differs from the ball as one organization which falters doesn’t get replaced by another, but it has to be formed all over again.
Cricket Ball: You need to practice hard, train well to learn how to use the “cherry” to do well game after game, consistently to attain the heights of the greats that played the game, and well too. What Kapil Dev, Richard Hadlee, Muthiah Muralidharan, Anil Kumble, Shane Warne, Glenn McGrath, Imran Khan, and the list goes on endlessly, do is to stick hard tothe basics of “line and length.” It is because they do this time and time again and put their heart and soul into game applying “focus and concentration,” that results speak for themselves and these people became as great as they did or do…
Organization : People in the growing “organization” have to work hard, and put to use all that they learnt through their education from the school to the highest professional degree each goes to attain. They practice “fair play” and look after everyone with care. What Narayan Murthy, Azim Premji, Tata, Birla’s, list goes on endlessly and the so many successful leaders of successful organization, do is to stick hard to thebasics of “line - “values, trust, integrity, honest, sincerity, purpose and length the longevity .” It is because they do this time and time again and put their heart and soul into the enterprise applying “focus andconcentration,” that results speak for themselves and these people became as great as they did or do…
Finally A Cricket Ball: Very hard from the “outside” and “soft” from the inside “core” Organization: Very hard from the “outside” because they have to succeed and show results and “soft” from the inside “core” because they are all human being behind the whole thing.
So that’s that – the “Makings of a Cricket ball” and the “Makings of an Organization.
Thursday, May 21, 2009
what we can learn from a little boy and girl
A boy and a girl were playing together. The boy had a collection of marbles. The girl had some sweets with her. The boy told the girl that he will give her all his marbles in exchange for her sweets. The girl agreed.
The boy kept the biggest and the most beautiful marble aside and gave the rest to the girl. The girl gave him all her sweets as she had promised. That night, the girl slept peacefully. But the boy couldn't sleep as he kept wondering if the girl had hidden some sweets from him the way he had hidden his best marble.
Moral of the story: If you don't give your hundred percent in a relationship, you'll always keep doubting if the other person has given his/her hundred percent.. This is applicable for any relationship like love, employer-employee relationship etc., Give your hundred percent to everything you do and sleep peacefully.
Sunday, May 3, 2009
A Violinist in the Metro
A Violinist in the MetroA man sat at a metro station in Washington DC and started to play the violin; it was a cold January morning. He played six Bach pieces for about 45 minutes. During that time, since it was rush hour, it was calculated that thousand of people went through the station, most of them on their way to work.Three minutes went by and a middle aged man noticed there was musician playing. He slowed his pace and stopped for a few seconds and then hurried up to meet his schedule.A minute later, the violinist received his first dollar tip: a woman threw the money in the till and without stopping continued to walk.A few minutes later, someone leaned against the wall to listen to him, but the man looked at his watch and started to walk again. Clearly he was late for work.
The one who paid the most attention was a 3 year old boy. His mother tagged him along, hurried but the kid stopped to look at the violinist. Finally the mother pushed hard and the child continued to walk turning his head all the time. This action was repeated by several other children. All the parents, without exception, forced them to move on.In the 45 minutes the musician played, only 6 people stopped and stayed for a while. About 20 gave him money but continued to walk their normal pace. He collected $32. When he finished playing and silence took over, no one noticed it. No one applauded, nor was there any recognition.
No one knew this but the violinist was Joshua Bell, one of the best musicians in the world. He played one of the most intricate pieces ever written with a violin worth 3.5 million dollars.Two days before his playing in the subway, Joshua Bell sold out at a theater in Boston and the seats average $100.This is a real story. Joshua Bell playing incognito in the metro station was organized by the Washington Post as part of an social experiment about perception, taste and priorities of people. The outlines were: in a commonplace environment at an inappropriate hour: Do we perceive beauty? Do we stop to appreciate it? Do we recognize the talent in an unexpected context?One of the possible conclusions from this experience could be: If we do not have a moment to stop and listen to one of the best musicians in the world playing the best music ever written, how many other things are we missing?
The one who paid the most attention was a 3 year old boy. His mother tagged him along, hurried but the kid stopped to look at the violinist. Finally the mother pushed hard and the child continued to walk turning his head all the time. This action was repeated by several other children. All the parents, without exception, forced them to move on.In the 45 minutes the musician played, only 6 people stopped and stayed for a while. About 20 gave him money but continued to walk their normal pace. He collected $32. When he finished playing and silence took over, no one noticed it. No one applauded, nor was there any recognition.
No one knew this but the violinist was Joshua Bell, one of the best musicians in the world. He played one of the most intricate pieces ever written with a violin worth 3.5 million dollars.Two days before his playing in the subway, Joshua Bell sold out at a theater in Boston and the seats average $100.This is a real story. Joshua Bell playing incognito in the metro station was organized by the Washington Post as part of an social experiment about perception, taste and priorities of people. The outlines were: in a commonplace environment at an inappropriate hour: Do we perceive beauty? Do we stop to appreciate it? Do we recognize the talent in an unexpected context?One of the possible conclusions from this experience could be: If we do not have a moment to stop and listen to one of the best musicians in the world playing the best music ever written, how many other things are we missing?
Monday, March 16, 2009
HABIT AND FAILURE
The Buzzard, The Bat, and the Bumblebee
If you put a buzzard in a pen six or eightfeet square and entirely open at the top, the bird, inspite of his ability to fly, will be an absolute prisoner. The reason is that a buzzard always begins aflight from the ground with a run of ten or twelvefeet. Without space to run, as is his habit, he willnot even attempt to fly, but will remain a prisonerfor life in a small jail with no top.
The ordinary bat that flies around at night, aremarkable nimble creature in the air, cannot take offfrom a level place. If it is placed on the floor or flat ground, all it can do is shuffle about helplessly and, no doubt, painfully, until it reaches some slightelevation from which it can throw itself into the air.Then, at once, it takes off like a flash.
A Bumblebee if dropped into an open tumbler will be there until it dies, unless it is taken out. It neversees the means of escape at the top, but persists intrying to find some way out through the sides near thebottom. It will seek a way where none exists, until itcompletely destroys itself.
In many ways, there are lots of people like thebuzzard, the bat and the bee. They are strugglingabout with all their problems and frustrations, notrealizing that the answer is right there above them.
If you put a buzzard in a pen six or eightfeet square and entirely open at the top, the bird, inspite of his ability to fly, will be an absolute prisoner. The reason is that a buzzard always begins aflight from the ground with a run of ten or twelvefeet. Without space to run, as is his habit, he willnot even attempt to fly, but will remain a prisonerfor life in a small jail with no top.
The ordinary bat that flies around at night, aremarkable nimble creature in the air, cannot take offfrom a level place. If it is placed on the floor or flat ground, all it can do is shuffle about helplessly and, no doubt, painfully, until it reaches some slightelevation from which it can throw itself into the air.Then, at once, it takes off like a flash.
A Bumblebee if dropped into an open tumbler will be there until it dies, unless it is taken out. It neversees the means of escape at the top, but persists intrying to find some way out through the sides near thebottom. It will seek a way where none exists, until itcompletely destroys itself.
In many ways, there are lots of people like thebuzzard, the bat and the bee. They are strugglingabout with all their problems and frustrations, notrealizing that the answer is right there above them.
POWER OF IGNORANCE
As a college student, George studied very hard and always late in the night... So late that he overslept one morning, arriving 20 minutes late for class. He quickly copied the two math problems on the board, assuming they were the homework assignment.
It took him several days to work through the two problems but finally he had a breakthrough and dropped the homework on the professor's desk the next day. Later, on a Sunday morning, George was awakened at 6 a.m. by his excited professor. Since George was late for class, he hadn't heard the professor announce that the two unsolvable equations on the board were mathematical mind teasers that even Einstein hadn't been able to answer. But George Dantzig, working without any thoughts of limitation, had solved not one, but two problems that had stumped mathematicians for thousands of years.
Simply put, George solved the problems because he didn't know he couldn't.
It took him several days to work through the two problems but finally he had a breakthrough and dropped the homework on the professor's desk the next day. Later, on a Sunday morning, George was awakened at 6 a.m. by his excited professor. Since George was late for class, he hadn't heard the professor announce that the two unsolvable equations on the board were mathematical mind teasers that even Einstein hadn't been able to answer. But George Dantzig, working without any thoughts of limitation, had solved not one, but two problems that had stumped mathematicians for thousands of years.
Simply put, George solved the problems because he didn't know he couldn't.
Monday, March 9, 2009
The Fred Factor
“The Fred Factor” is a book written by Mark Sanborn.It’s a beautifully written book which emphasizes on how easy it is, for human beings to provide extraordinary service to others and yet most of us fail to do so. The author talks about Fred, his postal carrier who has lot of zeal and creativity. Though in his job as a postman, he could hardly get recognition from his employer, he was always keen about providing service out of his way to his customers. He took special care of each and every customer of his and the author happened to be one of them. When he was new to the place where Fred was a post man, Fred came and introduced himself to Mark, welcomed him to his new neighborhood, understood his schedule and delivered his posts accordingly. Not only this, Fred gave him useful inputs about how burglars watch the piling up mails and come to know that there is no one at home and loot the house. The author, so impressed with his way, termed this positive behavior as The Fred Factor after which many organizations started Fred awards.
The author after meeting Fred started observing Fred like behavior in people he met. Some of the experiences really helped me understand what this behavior is. He says once he unfortunately did not have enough money for his travel when he went out of station for some presentation. An unknown person comforted him and gave money that was more than his requirement. The author was a stranger to that man. He was not aware if he would get it back. Yet he helped the author out of his way. Mark Sanborn later says that he sent the money back to him promptly as soon as he reached his place. Mark calls this behavior of the stranger as Fred like behavior.
Another time, Mark was in a travel with one set of good clothes other than the one that he was wearing. It was night time and he had to wait in a hotel to board his flight till morning in the airport. Something spilled over on his dress and no laundry service was available at that time. While he checked with a lady who was working there, she readily offered to take it home and bring it the following morning. Next day, she brought his dress not only after wash but also neatly pressed. He saw another Fred in her.
SO FRIENDS LET US BE ANOTHER "FRED" AND HELP THE SOCIETY.
The author after meeting Fred started observing Fred like behavior in people he met. Some of the experiences really helped me understand what this behavior is. He says once he unfortunately did not have enough money for his travel when he went out of station for some presentation. An unknown person comforted him and gave money that was more than his requirement. The author was a stranger to that man. He was not aware if he would get it back. Yet he helped the author out of his way. Mark Sanborn later says that he sent the money back to him promptly as soon as he reached his place. Mark calls this behavior of the stranger as Fred like behavior.
Another time, Mark was in a travel with one set of good clothes other than the one that he was wearing. It was night time and he had to wait in a hotel to board his flight till morning in the airport. Something spilled over on his dress and no laundry service was available at that time. While he checked with a lady who was working there, she readily offered to take it home and bring it the following morning. Next day, she brought his dress not only after wash but also neatly pressed. He saw another Fred in her.
SO FRIENDS LET US BE ANOTHER "FRED" AND HELP THE SOCIETY.
Monday, January 12, 2009
PYGMALION EFFECT-A PRACTICAL EXAMPLE
I remember a young lady who went to work for a company immediately after graduating from college. She seemed extremely talented but unbelievably timid.
She was assigned to a division-level marketing department where she assisted in the production of advertising and collateral material. Her supervisor associated her shyness with a lack of technical and conceptual skills. As a result, she was never included in brainstorming or planning sessions. The supervisor thought she was best suited to simple graphics layout and paste-up.
Frustrated that her talents were squandered on simple tasks, she applied to the corporate marketing department. The vice-president reviewed her resume and transferred her without interviewing her at length. His concept of the young lady was positive and assigned her to a series of important, key projects. She performed magnificently.
A few months later, the original supervisor was in the vice-president's office admiring the new corporate ad campaign. The project consisted of television and radio commercials, full-page ads for national publications and complete press kits. The supervisor asked, "What kind of a Madison Avenue rain-maker worked this kind of magic?" The VP replied, "This was all completed by that young lady you sent me. That was the best move I ever made!"
This is but one example of the dozens of cases I can document where individuals were literally hobbled by low or incorrect expectations. In many instances, the mind set of a co-worker or supervisor can restrict an employee's ability to become an excellent performer.
This cause-and-effect model applies to all aspects of our lives. The neighbor's young son asked if he could mow my yard. I told him I would talk to his dad first. The father said, "I don't think he can handle a mower. . Go ahead if you like." I assured him I would watch his son closely and be certain he could handle the equipment safely.
The boy not only knew how to handle the mower, but did such a good job, I asked him to help each week. His dad was amazed. "I never would have guessed," he said. "You should have given him a chance," I suggested.
DIFFERENT STROKES FOR DIFFERENT SITUATIONS
A Merchant, driving his Donkey homeward from the seashorewith a heavy load of salt, came to a river crossed by a shallowford. They had crossed this river many times before without accident, but this time the Donkey slipped and fell when halfwayover. And when the Merchant at last got him to his feet, muchof the salt had melted away.
Delighted to find how much lighter his burden had become, the Donkey finished the journey very happily.Next day the Merchant went for another load of salt. On the way home the Donkey, remembering what had happened at the ford,purposely let himself fall into the water, and again got rid ofmost of his burden.
The angry Merchant immediately turned about and drove theDonkey back to the seashore, where he loaded him with two greatbaskets of sponges. At the ford the Donkey again tumbled over;but when he had scrambled to his feet, it was a very disconsolate Donkey that dragged himself homeward under a load ten timesheavier than before.
The same measures will not suit all circumstances.
Subscribe to:
Posts (Atom)
