Exploring St Louis... !
Nice place to dine...and hang around.
http://www.lacledeslanding.org/cgi-bin/destinations.pl?Food
NjoY !
Tuesday, March 14, 2006
Monday, March 13, 2006
...nice dress today.
I had worn my latest JC Penny black shirt on cream trousers.
She wore a fantastic outfit today... it was a light brown outfit with nice piping on it.
Also, blue colored accessories that suited her. I dunno if they were corals.
didnt go for lunch.
Dunno....
..if I said something....
or
...if I didn't say something...
or
....if I did something..
or
.....if I didn't do something....
or
....if I said something in casual reference to something I did when the thing I did shouldn't have been done, or atleast done differently with more concern for her feelings.
I had worn my latest JC Penny black shirt on cream trousers.
She wore a fantastic outfit today... it was a light brown outfit with nice piping on it.
Also, blue colored accessories that suited her. I dunno if they were corals.
didnt go for lunch.
Dunno....
..if I said something....
or
...if I didn't say something...
or
....if I did something..
or
.....if I didn't do something....
or
....if I said something in casual reference to something I did when the thing I did shouldn't have been done, or atleast done differently with more concern for her feelings.
Infy to face mid-level crisis...
http://economictimes.indiatimes.com/articleshow/msid-1448316,curpg-1.cms
Margins ke liye...kuch bhi karenge !
Sunday, March 12, 2006
...This might be on a hypercynical side..
however,
I was talking to my mentor Shri Birla today morning.
his every "hello manik" conversation is inspirational.
he started with cricket...about "nothing is impossible"....aus v/s SA record scores !
Later, he was trying to sell me the fact why not to return to India.
IIM grad Shri Manjunath - who was murdered in fuel adulteration case.
http://www.indianexpress.com/full_story.php?content_id=82603
Earlier, IIT grad who was killed in highways case (Shri Dubey)
These are miserable accounts.
My thoughts:
I agree 100 % with what he said. It is dangerous to be in India and pick up a fight with someone.
But this was (and may be still is) the life here in US when organized crime guys run the scene.
Bribed/terrified - the govt officials in US led a similar life during the days of the mafia
The more sophisticated mafias have legitimized their business.
Check out Bugsy, ...u will get to know the Vegas casino histories.
Check out the Sopranos . This prb will always be there.
It would be their terror or the ruling govt's terror.
If ruling govt is the bigger goon then it is better.
But they can lead to overall downfall. For e.g. the Bush govt in United States.
I have checked out the Indian mafia in bbay at close quarters.
Have had met for some purposes with their frontmen who are in legitimate businesses.
They dont harrass common man either.
It is all the same everywhere!
US is no different than us.
So, I dont essentially agree on this front that US is better than us.
the only edge they get is due to the money they have.
if a person does a crime somewhere...he can get easily caught due to the amount of money and sheer brute force the investigating authorities can apply.
Also, money is plenty.. hence, need to do crime is lesser.
These 2 reasons (need to enter a criminal plot and the harshness of consequence if one is caught) both deter crime enough.
This shall happen in India once they are able to manage with ample money and resources.
One of the problems with burdening population is justice can be delayed due to sheer number of outstanding cases and lack of resources to resolve the conflicts. ...
and
Justice delayed is Justice denied.
hence, one needs to fight for it.
Then, be it Infy or be it social world....one has to fight for it.
however,
I was talking to my mentor Shri Birla today morning.
his every "hello manik" conversation is inspirational.
he started with cricket...about "nothing is impossible"....aus v/s SA record scores !
Later, he was trying to sell me the fact why not to return to India.
IIM grad Shri Manjunath - who was murdered in fuel adulteration case.
http://www.indianexpress.com/full_story.php?content_id=82603
Earlier, IIT grad who was killed in highways case (Shri Dubey)
These are miserable accounts.
My thoughts:
I agree 100 % with what he said. It is dangerous to be in India and pick up a fight with someone.
But this was (and may be still is) the life here in US when organized crime guys run the scene.
Bribed/terrified - the govt officials in US led a similar life during the days of the mafia
The more sophisticated mafias have legitimized their business.
Check out Bugsy, ...u will get to know the Vegas casino histories.
Check out the Sopranos . This prb will always be there.
It would be their terror or the ruling govt's terror.
If ruling govt is the bigger goon then it is better.
But they can lead to overall downfall. For e.g. the Bush govt in United States.
I have checked out the Indian mafia in bbay at close quarters.
Have had met for some purposes with their frontmen who are in legitimate businesses.
They dont harrass common man either.
It is all the same everywhere!
US is no different than us.
So, I dont essentially agree on this front that US is better than us.
the only edge they get is due to the money they have.
if a person does a crime somewhere...he can get easily caught due to the amount of money and sheer brute force the investigating authorities can apply.
Also, money is plenty.. hence, need to do crime is lesser.
These 2 reasons (need to enter a criminal plot and the harshness of consequence if one is caught) both deter crime enough.
This shall happen in India once they are able to manage with ample money and resources.
One of the problems with burdening population is justice can be delayed due to sheer number of outstanding cases and lack of resources to resolve the conflicts. ...
and
Justice delayed is Justice denied.
hence, one needs to fight for it.
Then, be it Infy or be it social world....one has to fight for it.
Friday, March 10, 2006
Bellefire - What hurts the most !
I can take the rain on the roof of this empty house
That don't bother me
I can take a few tears now and then and just let them out
I'm not afraid to cry
Every once in a while
Even though going on with you gone still upsets me
There are days
Every now and again
I pretend I'm ok but that's not what gets me
What hurts the most
Was being so close
And having so much to say
And watching you walk away
And never knowing
What could have been
Not seeing that love in you
Is what I was trying to do
It's hard to deal with the pain of losing you everywhere I go
But I'm doing it
It's hard to force that smile when I see your old friends and I'm alone
Still harder
Getting up, getting dressed
Dealing with this regret
But I know if I could do it over
I would trade
Give away
All the words that I say
Through my heart that I left unspoken
What hurts the most
Was being so close
And having so much to say
And watching you walk away
And never knowing
What could have been
Not seeing that love in you
Is what I was trying to do
Is what I was trying to do
Oh wow oh wow
What hurts the most
Was being so close
And having so much to say
And watching you walk away
And never knowing
What could have been
Not seeing that love in you
Is what I was trying to do
Is what I was trying to do
Yeah...
And never knowing
What could have been
Not seeing that love in you
Is what I was trying to do
What hurts the most
I can take the rain on the roof of this empty house
That don't bother me
I can take a few tears now and then and just let them out
I'm not afraid to cry
Every once in a while
Even though going on with you gone still upsets me
There are days
Every now and again
I pretend I'm ok but that's not what gets me
What hurts the most
Was being so close
And having so much to say
And watching you walk away
And never knowing
What could have been
Not seeing that love in you
Is what I was trying to do
It's hard to deal with the pain of losing you everywhere I go
But I'm doing it
It's hard to force that smile when I see your old friends and I'm alone
Still harder
Getting up, getting dressed
Dealing with this regret
But I know if I could do it over
I would trade
Give away
All the words that I say
Through my heart that I left unspoken
What hurts the most
Was being so close
And having so much to say
And watching you walk away
And never knowing
What could have been
Not seeing that love in you
Is what I was trying to do
Is what I was trying to do
Oh wow oh wow
What hurts the most
Was being so close
And having so much to say
And watching you walk away
And never knowing
What could have been
Not seeing that love in you
Is what I was trying to do
Is what I was trying to do
Yeah...
And never knowing
What could have been
Not seeing that love in you
Is what I was trying to do
What hurts the most
Thursday, March 09, 2006
... I had a long chat with her over the supper.
She was trying to figure out what went wrong ...abt why i was so upset.
I didn't wanna let her know ....
she kept on asking... or suggesting some things...and being nice, of course.
She:
1. ISB..u can re-apply next year.
2. that last lady who proposed u ?... why is there any guilt attached with u ? u have good amount of time to think about all of this. you are young and there is a whole life ahead... u made a correct decision. she didn't know u ... dun be upset...it is fine.
Myself...
wondering.. I wished I had this company forever: supporting, soothing, warm, pleasant friend.
but reality strikes... she is going to be away....
and the moments have started with different degrees of separation.
I have been shifted away....but that's fine since she would be near the person she needs to be for getting her work done. I like that professionalism ! Afterall, anyways, I am a consultant for them ;) and noone likes a consultant !
-------
Then started to conversation abt me to be shifted.
She was abt to say something and with complete interupption i spoke out the words.
About me knowing regarding the shift...
Surprised, she asked me how did I know abt it.
I wondered.....Elementary, my dear Bee.
Told her abt the communication reaching me thru other channels.
Also, told her about a dumbo reactin to it as if Bee getting rid of me. (Yes, I had a sinking feeling when my most hated master asked me abt the matter...but it was lightened after I talked with him and got to know it had just her genuine request in it)
Me: I am moving out prollie sooner than later.......
She: You were planning to stay here for the summer ( I dunno if she wud let my foodchain know....or dunno if she thot abt the activities we had thot abt earlier).
Me: .....wondering.... Tracy Chapman's song .....
Give me one reason to stay here and I'll turn right back around
Because I don't want leave you lonely
But you got to make me change my mind
Bee, I was thinking of keeping you happy, nothing else.
The fact was...there was no reason left for me.
As it is, ISB was a sad blow (I was thinking too high about myself and landed up with just no choice...and only my backup...the Shani effect ?...prollie yes..I have been really impudent on that front )
Inability to be present at mom's 50th bday in India was another blow :'(
Shift was the last one !
By Monday evening this week, I was pretty much down at the bottom of the pit :(
Later, other rejects.
Life is now accustomed to rejections !
She was trying to figure out what went wrong ...abt why i was so upset.
I didn't wanna let her know ....
she kept on asking... or suggesting some things...and being nice, of course.
She:
1. ISB..u can re-apply next year.
2. that last lady who proposed u ?... why is there any guilt attached with u ? u have good amount of time to think about all of this. you are young and there is a whole life ahead... u made a correct decision. she didn't know u ... dun be upset...it is fine.
Myself...
wondering.. I wished I had this company forever: supporting, soothing, warm, pleasant friend.
but reality strikes... she is going to be away....
and the moments have started with different degrees of separation.
I have been shifted away....but that's fine since she would be near the person she needs to be for getting her work done. I like that professionalism ! Afterall, anyways, I am a consultant for them ;) and noone likes a consultant !
-------
Then started to conversation abt me to be shifted.
She was abt to say something and with complete interupption i spoke out the words.
About me knowing regarding the shift...
Surprised, she asked me how did I know abt it.
I wondered.....Elementary, my dear Bee.
Told her abt the communication reaching me thru other channels.
Also, told her about a dumbo reactin to it as if Bee getting rid of me. (Yes, I had a sinking feeling when my most hated master asked me abt the matter...but it was lightened after I talked with him and got to know it had just her genuine request in it)
Me: I am moving out prollie sooner than later.......
She: You were planning to stay here for the summer ( I dunno if she wud let my foodchain know....or dunno if she thot abt the activities we had thot abt earlier).
Me: .....wondering.... Tracy Chapman's song .....
Give me one reason to stay here and I'll turn right back around
Because I don't want leave you lonely
But you got to make me change my mind
Bee, I was thinking of keeping you happy, nothing else.
The fact was...there was no reason left for me.
As it is, ISB was a sad blow (I was thinking too high about myself and landed up with just no choice...and only my backup...the Shani effect ?...prollie yes..I have been really impudent on that front )
Inability to be present at mom's 50th bday in India was another blow :'(
Shift was the last one !
By Monday evening this week, I was pretty much down at the bottom of the pit :(
Later, other rejects.
Life is now accustomed to rejections !
Tuesday, March 07, 2006
..confessions of a discombobulated mind... !
Well, since a past few days, I have been analyzing my decisions:
1. I left SPJain Dubai-Singapore MBA opportunity despite of the admit(their placements have considerably improved...last year's track record was really bad ! Prollie I missed on a gold mine there).
2. I didn't put in 100% efforts for the ISB interview.
Why?
I have an admit from IS Mgmt course of CMU (http://www.mism.cmu.edu)
I have no clue if they will be able to meet what I want from their course.
Initial talk with Ron indicates he can get me placements for consulting firms...but for service mgmt, no idea. I want a role in engagement mgmt
Also, investing such an amount of time and money in a non-MBA seems to be a no-no for me
On the other hand,
if my documents processing happens fast, I would be in May batch which is a one-year option.
It would take me a little bit away from my Finance field aspirations...but what the hell who cares? (I dont want to be a fixed income analyst anyways)
It's a means to an end. I shall continue with my investments independently.
If possible, I shall park some funds with Mr Chetan Parikh (http://www.jeetay.com)
Links like these have started to unnerve me:
India Rising
Good Morning America
http://abcnews.go.com/Video/playerIndex?id=1674437
Bush's visit to ISB
http://www.whitehouse.gov/news/releases/2006/03/20060303-3.html
This really put me topsy turvy.
Missed on some equity chances due to me being here and not able to so actively track opportunities as I could from India.
So, the confusion is on two counts:
1. India or US ?
India is hot right now.... any business...bound to usher.
US is
2. Job or business.
If India, mostly business
If US, mostly job (do I like it that way ? )
----------
btw, the only person I cared abt at workplace.... has got me shifted away frm her.
but there might be a reason... she needed proximity of another worker .
I m fine with the shift...just that it would be really boring in the new place.
Apparently, she came in a little bit in a haste to the office today. Prollie, had a tough workout last night I guess.
we had a long lunch. I didn't mean to waste her time but topics kept on coming up.
I wanted to discuss it over the weekend at length...but it didn't stop.
how do i tell her?............
whatever i told to mom.... :|
Well, since a past few days, I have been analyzing my decisions:
1. I left SPJain Dubai-Singapore MBA opportunity despite of the admit(their placements have considerably improved...last year's track record was really bad ! Prollie I missed on a gold mine there).
2. I didn't put in 100% efforts for the ISB interview.
Why?
I have an admit from IS Mgmt course of CMU (http://www.mism.cmu.edu)
I have no clue if they will be able to meet what I want from their course.
Initial talk with Ron indicates he can get me placements for consulting firms...but for service mgmt, no idea. I want a role in engagement mgmt
Also, investing such an amount of time and money in a non-MBA seems to be a no-no for me
On the other hand,
if my documents processing happens fast, I would be in May batch which is a one-year option.
It would take me a little bit away from my Finance field aspirations...but what the hell who cares? (I dont want to be a fixed income analyst anyways)
It's a means to an end. I shall continue with my investments independently.
If possible, I shall park some funds with Mr Chetan Parikh (http://www.jeetay.com)
Links like these have started to unnerve me:
India Rising
Good Morning America
http://abcnews.go.com/Video/playerIndex?id=1674437
Bush's visit to ISB
http://www.whitehouse.gov/news/releases/2006/03/20060303-3.html
This really put me topsy turvy.
Missed on some equity chances due to me being here and not able to so actively track opportunities as I could from India.
So, the confusion is on two counts:
1. India or US ?
India is hot right now.... any business...bound to usher.
US is
2. Job or business.
If India, mostly business
If US, mostly job (do I like it that way ? )
----------
btw, the only person I cared abt at workplace.... has got me shifted away frm her.
but there might be a reason... she needed proximity of another worker .
I m fine with the shift...just that it would be really boring in the new place.
Apparently, she came in a little bit in a haste to the office today. Prollie, had a tough workout last night I guess.
we had a long lunch. I didn't mean to waste her time but topics kept on coming up.
I wanted to discuss it over the weekend at length...but it didn't stop.
how do i tell her?............
whatever i told to mom.... :|
Monday, March 06, 2006
Sunday, March 05, 2006
If I'm not in love with you
If I'm not in love with you
What is this I'm going through
Tonight
And if this heart is lying then
What should I believe in
Why do I go crazy
Every time I think about you baby
Why else do I want you like I do
If I'm not in love with you
And if I don't need your touch
Why do I miss you so much
Tonight
If it's just infatuation
Why is my heart aching
To hold you forever
Give a part of me I thought I'd never
Give again to someone I could lose
If I'm not in love with you
Oh, why in ever fantasy
Do I feel your arms embracing me
Like lovers lost
In sweet desire
And why in dreams do I surrender
Like a little baby
How do I explain this feeling
Someone tell me
If I'm not in love with you
What is this I'm going through
Tonight
And if this heart is lying then
What should I believe in
Why do I go crazy
Every time I think about you baby
Why else do I want you like I do
If I'm not in love with
If I'm not in love with
If I'm not in love with you
Saturday, March 04, 2006
Thursday, February 23, 2006
Friday, February 17, 2006
Sam Pitroda on team work.
THE MAGIC OF TEAM WORK: A special one for Indians. (One Indian = 10 Japanese, 10 Indians = One Japanese) Lack of teamwork and co-operation is one of the most serious problems affecting progress in all areas of India and wherever Indians work worldwide. The key problem in India is always implementation, not lack of policies. We have great policies and ideas about how to do things, but severely lacking teamwork. When the Japanese came to work in India to develop the Maruti Suzuki car, a joke went around that one Indian was equal to 10 Japanese: Indians were very smart, capable and dedicated individuals. But 10 Indians were equal to 1 Japanese: Indians lacked team spirit and co-operation. What makes matters even worse is our "crab" mentality - if someone is trying to climb higher and achieve more, the others just drag him down. The signal that the others send out is, " I wouldn't do it; I wouldn't let you do it; and if by chance you start succeeding, we will all gang up and make sure that you don't get to do it." The question is: Where does this attitude come from, and how do we recognize and handle it? Hierarchical System Part of the problem is our cultural background. We've had feudal and a hierarchical social system in which whoever is senior supposedly knows the best. This was fine in earlier times when knowledge and wisdom were passed on orally; but in modern society, there is no way that one person can know everything. Today, you may find that a young computer-trained person has more answers for an accounting problem than a senior accountant has. Until we understand how best to leverage this diversity of experience, we will not be able to create and fully utilize the right kind of teams. Sam Pitroda: " In my younger days in the US, I attended an executive seminar for Rockwell International, where about 25 senior company executives had congregated for a week for strategic discussion. In the evenings, we would break out into five different groups of five people each. In those group workshops, someone would delegate tasks, saying: " You make coffee; you take notes; you are the chairman; and you clean the board". The next day, there would be different duties for each group member. No one ever said, " But I made coffee twice or I cleaned the board entire day". I thought to myself, if this were happening in India, people would be saying, " But I'm the senior secretary - why should I make the coffee and you be the chairman?" Hierarchy comes naturally to our minds. What Derails a Team? Group work requires a thorough understanding of the strengths and weaknesses of individuals irrespective of their hierarchy. Because of our background, we often don't learn how to exercise and accept leadership- to lead and to follow - simultaneously. Some gravitate toward exercising leadership, and others gravitate toward accepting the lead of others. But in true teamwork, everyone needs to do both. Being a good team player implies respect for others, tolerance of different points of view and willingness to give. The ability to resolve conflicts without either egotism or sycophancy is a very important aspect of being a team player: You have to agree to disagree. I find that people in India somehow tend to focus on achieving total agreement, which is almost always impossible. So before work begins people want everyone to agree on everything instead they should say OK. This is what we agree on, so let's start working on this. What we don't agree on, we will resolve as we go along". For things to move forward, it's important to work on the agreed-upon aspects and not get bogged down in the areas of disagreement. Yet another snake that kills teamwork is people's political agendas. You've got to be open, clear and honest to be a good team player. Most people though, have a hidden agenda - they say something but mean the exact opposite. I call it "split-level consciousness". To say and mean the same thing is a very critical part of a good work ethic. Criticizing the individual or the idea? When Sam was working in C-DOT (400 employee size company), If someone had not been doing well, Sam used to tell the person directly to his face in a general meeting. The employees said that was insulting and they should be pulled aside individually to be told of the inefficiency. But in today's world, you cannot afford to do that every time. Besides, Sam figured that criticizing someone in a meeting was for the benefit of all present, and everyone could learn from that individual's mistakes. It was then that Sam learned how Indians do not differentiate between criticizing an idea and criticizing an individual. So in a group, if you tell someone that his idea is no good, he automatically takes it personally and assumes that you are criticizing him. No one can have a good idea everyday on every issue. If you disagree with my idea, that does not mean that you have found fault with me as a person. Thus, it is perfectly acceptable for anyone to criticize the boss - but this concept is not a part of the Indian System. So from time to time, it is important for an organization's Chief Executive to get a report on the psychological health of the firm. How do people in the team feel? Are they stable? Confident? Secure? Comfortable? These are the key elements of a team's success. For a boss to be comfortable accepting criticism from subordinates, he must feel good about himself. Self-esteem is a key prerequisite to such a system being successful. Mental Vs. Physical Workers Another serious problem facing India is the dichotomy and difference in respectability between physical and mental workers, which seriously affects team performance. Mr. Sam had a driver named Ram, who he thought was one of the best drivers in the world. He used to open the door for him whenever he entered or exited the car. Right in the first few days Sam told him "Ram bhai, you are not going to open the door for me. You can do that I f I lose my hands". Ram almost started crying. He said, " Sir, what are you saying? This is my job!" Sam told him that I didn't want to treat him like a mere driver. He had to become a team player. Sam told him that whenever he was not driving, he should come into office and help out with office work - make copies, file papers, send faxes, answer phone call or simply read - rather than sit in the car and wait for me to show up. Diversifying tasks increases workers' self-esteem and motivation and makes them team players. Now, even If Sam calls him for work in the middle of the night, he is ready - because Sam respects him for what he does. Team Interactions unfortunately, when good teams do get created, they almost invariably fall apart. In our system today it is very difficult to build teams because nobody wants to be seen playing second fiddle. It is very hard in India to find good losers. Well, you win some and you lose some. If you lose some, you should move on! You don't need to spend all your time and energy of different cultural backgrounds, religions, ethnicities and caste groups - a fertile ground of diversity in the workplace. We should actually be experts in working with diversity. But it can only happen when we get rid of personal, caste and community interests. There could be a 40-year-old CEO with a 55-year-old VP. It has nothing to do with age; capability and expertise are what counts. But you don't yet see these attitudes taking hold in India. Managers in the US corporate environment who work with Indians - and in fact, with Asians in general - need to recognize that these individuals have a tendency to feel that they are not getting recognition or are not being respected. It must be realized that these individuals have lower self-esteem to begin with and therefore have to be pampered and encouraged a little more because they need it. This makes them feel better and work better. No Substitute for Teamwork. Teamwork is key to corporate and national governance, and to get anything done. The fundamental Issues are respect for others, openness, honesty, communication, willingness to disagree, resolution of conflict, and recognition that the larger goal of the team as a whole rumps Individual or personal agendas.
THE MAGIC OF TEAM WORK: A special one for Indians. (One Indian = 10 Japanese, 10 Indians = One Japanese) Lack of teamwork and co-operation is one of the most serious problems affecting progress in all areas of India and wherever Indians work worldwide. The key problem in India is always implementation, not lack of policies. We have great policies and ideas about how to do things, but severely lacking teamwork. When the Japanese came to work in India to develop the Maruti Suzuki car, a joke went around that one Indian was equal to 10 Japanese: Indians were very smart, capable and dedicated individuals. But 10 Indians were equal to 1 Japanese: Indians lacked team spirit and co-operation. What makes matters even worse is our "crab" mentality - if someone is trying to climb higher and achieve more, the others just drag him down. The signal that the others send out is, " I wouldn't do it; I wouldn't let you do it; and if by chance you start succeeding, we will all gang up and make sure that you don't get to do it." The question is: Where does this attitude come from, and how do we recognize and handle it? Hierarchical System Part of the problem is our cultural background. We've had feudal and a hierarchical social system in which whoever is senior supposedly knows the best. This was fine in earlier times when knowledge and wisdom were passed on orally; but in modern society, there is no way that one person can know everything. Today, you may find that a young computer-trained person has more answers for an accounting problem than a senior accountant has. Until we understand how best to leverage this diversity of experience, we will not be able to create and fully utilize the right kind of teams. Sam Pitroda: " In my younger days in the US, I attended an executive seminar for Rockwell International, where about 25 senior company executives had congregated for a week for strategic discussion. In the evenings, we would break out into five different groups of five people each. In those group workshops, someone would delegate tasks, saying: " You make coffee; you take notes; you are the chairman; and you clean the board". The next day, there would be different duties for each group member. No one ever said, " But I made coffee twice or I cleaned the board entire day". I thought to myself, if this were happening in India, people would be saying, " But I'm the senior secretary - why should I make the coffee and you be the chairman?" Hierarchy comes naturally to our minds. What Derails a Team? Group work requires a thorough understanding of the strengths and weaknesses of individuals irrespective of their hierarchy. Because of our background, we often don't learn how to exercise and accept leadership- to lead and to follow - simultaneously. Some gravitate toward exercising leadership, and others gravitate toward accepting the lead of others. But in true teamwork, everyone needs to do both. Being a good team player implies respect for others, tolerance of different points of view and willingness to give. The ability to resolve conflicts without either egotism or sycophancy is a very important aspect of being a team player: You have to agree to disagree. I find that people in India somehow tend to focus on achieving total agreement, which is almost always impossible. So before work begins people want everyone to agree on everything instead they should say OK. This is what we agree on, so let's start working on this. What we don't agree on, we will resolve as we go along". For things to move forward, it's important to work on the agreed-upon aspects and not get bogged down in the areas of disagreement. Yet another snake that kills teamwork is people's political agendas. You've got to be open, clear and honest to be a good team player. Most people though, have a hidden agenda - they say something but mean the exact opposite. I call it "split-level consciousness". To say and mean the same thing is a very critical part of a good work ethic. Criticizing the individual or the idea? When Sam was working in C-DOT (400 employee size company), If someone had not been doing well, Sam used to tell the person directly to his face in a general meeting. The employees said that was insulting and they should be pulled aside individually to be told of the inefficiency. But in today's world, you cannot afford to do that every time. Besides, Sam figured that criticizing someone in a meeting was for the benefit of all present, and everyone could learn from that individual's mistakes. It was then that Sam learned how Indians do not differentiate between criticizing an idea and criticizing an individual. So in a group, if you tell someone that his idea is no good, he automatically takes it personally and assumes that you are criticizing him. No one can have a good idea everyday on every issue. If you disagree with my idea, that does not mean that you have found fault with me as a person. Thus, it is perfectly acceptable for anyone to criticize the boss - but this concept is not a part of the Indian System. So from time to time, it is important for an organization's Chief Executive to get a report on the psychological health of the firm. How do people in the team feel? Are they stable? Confident? Secure? Comfortable? These are the key elements of a team's success. For a boss to be comfortable accepting criticism from subordinates, he must feel good about himself. Self-esteem is a key prerequisite to such a system being successful. Mental Vs. Physical Workers Another serious problem facing India is the dichotomy and difference in respectability between physical and mental workers, which seriously affects team performance. Mr. Sam had a driver named Ram, who he thought was one of the best drivers in the world. He used to open the door for him whenever he entered or exited the car. Right in the first few days Sam told him "Ram bhai, you are not going to open the door for me. You can do that I f I lose my hands". Ram almost started crying. He said, " Sir, what are you saying? This is my job!" Sam told him that I didn't want to treat him like a mere driver. He had to become a team player. Sam told him that whenever he was not driving, he should come into office and help out with office work - make copies, file papers, send faxes, answer phone call or simply read - rather than sit in the car and wait for me to show up. Diversifying tasks increases workers' self-esteem and motivation and makes them team players. Now, even If Sam calls him for work in the middle of the night, he is ready - because Sam respects him for what he does. Team Interactions unfortunately, when good teams do get created, they almost invariably fall apart. In our system today it is very difficult to build teams because nobody wants to be seen playing second fiddle. It is very hard in India to find good losers. Well, you win some and you lose some. If you lose some, you should move on! You don't need to spend all your time and energy of different cultural backgrounds, religions, ethnicities and caste groups - a fertile ground of diversity in the workplace. We should actually be experts in working with diversity. But it can only happen when we get rid of personal, caste and community interests. There could be a 40-year-old CEO with a 55-year-old VP. It has nothing to do with age; capability and expertise are what counts. But you don't yet see these attitudes taking hold in India. Managers in the US corporate environment who work with Indians - and in fact, with Asians in general - need to recognize that these individuals have a tendency to feel that they are not getting recognition or are not being respected. It must be realized that these individuals have lower self-esteem to begin with and therefore have to be pampered and encouraged a little more because they need it. This makes them feel better and work better. No Substitute for Teamwork. Teamwork is key to corporate and national governance, and to get anything done. The fundamental Issues are respect for others, openness, honesty, communication, willingness to disagree, resolution of conflict, and recognition that the larger goal of the team as a whole rumps Individual or personal agendas.
Tuesday, February 14, 2006
Top 10 reasons why employees quit
There are many reasons why good employees quit, most are preventable.
1. Management demands that one person do the jobs of two or more people, resulting in longer days and weekend work.
2. Management cuts back on administrative help, forcing professional workers to use their time copying, stapling, collating, filing and other clerical duties.
3. Management puts a freeze on raises and promotions, when an employee can easily find a job earning 20-30 percent more somewhere else.
4. Management doesn't allow the rank and file to make decisions or allow them pride of ownership. A visitor to my website e-mailed me a message that said, "Forget about the "professional" decisions - how about when you can't even select the company's holiday card without the President rejecting it for one of his own taste?"
5. Management constantly reorganizes, shuffles people around, and changes direction constantly.
6. Management doesn't have or take the time to clarify goals and decisions. Therefore, it rejects work after it was completed, damaging the morale and esteem of those who prepared it.
7. Management shows favoritism and gives some workers better offices, trips to conferences,onsite etc.
8. Management relocates the offices to another location, forcing employees to quit or double their commute.
9. Management promotes someone who lacks training and/or necessary experience to supervisor, alienating staff and driving away good employees.
10. Management creates a rigid structure and then allows departments to compete against each other while at the same time preaching teamwork and cooperation.
Interesting, isn't it, that all ten factors begin with the phrase "Management…."
Interesting, too, just how many of these high-turnover factors are preventable? My retention survey confirmed the truth of the saying,
"Employees don't quit their companies, they quit their bosses." Thirty five percent of the respondents answered yes to the question, Was the attitude of your direct supervisor/manager the primary factor in your quitting a previous job?
Soft management skills-people skills - are the critical element in battling high turnover and creating a high-retention workforce or what I call, "retentionship."
There are many reasons why good employees quit, most are preventable.
1. Management demands that one person do the jobs of two or more people, resulting in longer days and weekend work.
2. Management cuts back on administrative help, forcing professional workers to use their time copying, stapling, collating, filing and other clerical duties.
3. Management puts a freeze on raises and promotions, when an employee can easily find a job earning 20-30 percent more somewhere else.
4. Management doesn't allow the rank and file to make decisions or allow them pride of ownership. A visitor to my website e-mailed me a message that said, "Forget about the "professional" decisions - how about when you can't even select the company's holiday card without the President rejecting it for one of his own taste?"
5. Management constantly reorganizes, shuffles people around, and changes direction constantly.
6. Management doesn't have or take the time to clarify goals and decisions. Therefore, it rejects work after it was completed, damaging the morale and esteem of those who prepared it.
7. Management shows favoritism and gives some workers better offices, trips to conferences,onsite etc.
8. Management relocates the offices to another location, forcing employees to quit or double their commute.
9. Management promotes someone who lacks training and/or necessary experience to supervisor, alienating staff and driving away good employees.
10. Management creates a rigid structure and then allows departments to compete against each other while at the same time preaching teamwork and cooperation.
Interesting, isn't it, that all ten factors begin with the phrase "Management…."
Interesting, too, just how many of these high-turnover factors are preventable? My retention survey confirmed the truth of the saying,
"Employees don't quit their companies, they quit their bosses." Thirty five percent of the respondents answered yes to the question, Was the attitude of your direct supervisor/manager the primary factor in your quitting a previous job?
Soft management skills-people skills - are the critical element in battling high turnover and creating a high-retention workforce or what I call, "retentionship."
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