Some notes from today’s Team Leader Training in Magnet. The topic was how can we train ourselves to be leaders.
Leadership = People around you producing expanding results.
First step is taking responsibility. Responsibility = Ability to Respond. You have ability to respond to any situation, any person. Responsibility is not a burden. It’s a grace you give yourself.
How do we listen to our people? People show up as we listen to them. If I listen to someone as a loser, he will always do things like a loser. Are we listening to our people as if they are leaders?
Be a lifelong student. This does not come easily, you have to practice and allocate time to learn. Not just to learn technical skills, but also leadership.
Keep your battery charged! Disempowering conversations drain your energy. Replace them with thoughts that give you energy.
Friday 30 January 2009
Thursday 29 January 2009
How to be happy :)
Some time back I learnt a very nice theory.. If you realy think about it , it will make lottsa sense This is how it goes …(excerpted from Habit 1: Be Proactive, in The 7 Habits of Highly Effective People, by Stephen R. Covey)
We each have a wide range of concerns - our health, our family, problems at work etc., and
it is these things that make up our ‘Circle of Concern’. As we look at the things within our Circle of Concern, it becomes apparent that there are some things over which we have no real control and others that we can do something about. We can group the things we can do something about within a ‘Circle of Influence’. The two circles are shown below
The Circle of Concern is filled with the have’s:
‘If only I had a more patient spouse…’
‘If only I had better employees/co-workers…’
‘If only I had a boss who wasn’t so demanding…’
The Circle of Influence is filled with the be’s:
‘I can be more patient…’
'I can be a better employee…’
‘I can be more wise
Effective people focus their efforts in their Circle of Influence and do not get stressed or waste time on the things within their Circle of Concern. They work on the things they can do something about and the nature of their energy is positive and enlarging. There are things (like the weather) that our Circle of Influence will never include. We can’t change the weather, but we can create and carry our own physical or social weather with us. We must accept the things that at the present we can’t control and focus our efforts on the things that we can.
The Circle of Influence grows and shrinks. The more you work within your Circle of Influence the larger it will become and you will be become more effective as a result. The opposite is also true. Focusing on your Circle of Concern can shrink your Circle of Influence and therefore your ability t
o change things for the better.
So guys to be happy
* Dont work on things that lie outside your influence
* Put all your energies on things inside circle of influence and try to increase it
* Identify what lies inside circle of influence and what inside circle of concern
Try this for 30 days and trust me you will feel the difference
Stay positive and keep smiling like
We each have a wide range of concerns - our health, our family, problems at work etc., and
it is these things that make up our ‘Circle of Concern’. As we look at the things within our Circle of Concern, it becomes apparent that there are some things over which we have no real control and others that we can do something about. We can group the things we can do something about within a ‘Circle of Influence’. The two circles are shown belowThe Circle of Concern is filled with the have’s:
‘If only I had a more patient spouse…’
‘If only I had better employees/co-workers…’
‘If only I had a boss who wasn’t so demanding…’
The Circle of Influence is filled with the be’s:
‘I can be more patient…’
'I can be a better employee…’
‘I can be more wise
Effective people focus their efforts in their Circle of Influence and do not get stressed or waste time on the things within their Circle of Concern. They work on the things they can do something about and the nature of their energy is positive and enlarging. There are things (like the weather) that our Circle of Influence will never include. We can’t change the weather, but we can create and carry our own physical or social weather with us. We must accept the things that at the present we can’t control and focus our efforts on the things that we can.
The Circle of Influence grows and shrinks. The more you work within your Circle of Influence the larger it will become and you will be become more effective as a result. The opposite is also true. Focusing on your Circle of Concern can shrink your Circle of Influence and therefore your ability t
o change things for the better.So guys to be happy
* Dont work on things that lie outside your influence
* Put all your energies on things inside circle of influence and try to increase it
* Identify what lies inside circle of influence and what inside circle of concern
Try this for 30 days and trust me you will feel the difference
Stay positive and keep smiling like
Wednesday 21 January 2009
New Age Roadshows Highlight Transparency
Could greater visibility and transparency into risk exposure have prevented the current financial-services meltdown? And what lessons can other companies and industries learn from the free-fall that many financial-services companies are in, specifically in the areas of visibility and transparency? Our New Age of Innovation road-show events next week in New York City and Boston will dig into these possibilities, and we hope you can join us to be part of the discussions.
Led by co-author M.S. Krishnan, these presentations and discussions will allow senior-level business-technology executives to hear not only the core theories behind the book but also specific ideas into how the book's lessons can be applied to companies and leaders in the financial sector. While the discussions will certainly be deeply germane to all industries, Professor Krishnan will focus significant attention on the financial-services sector. Here's a sampling of what he intends to discuss in New York City (Tues., Nov. 14), and Boston (Thurs., Nov. 16):
"While there are several reasons that led to the current financial crisis in the capital markets, one important reason is the lack of dynamic transparency to the real risks of the assets owned by the financial institutions. While the financial-services industry is known for capital spending in IT, they are also notorious for building silo systems across various business units often delivered by multiple vendors. Horizontal transparency in business processes across these business units was not common. As a result, these institutions lacked dynamic transparency to the net risk carried across these business units."
While many villains---individuals as well as institutions---have been singled out for blame, nobody's saying that there was too much visibility into what was really happening. And that's a dynamic that's relevant in not just financial services but also retail and logistics and entertainment and manufacturing and health care and every other industry sector you can imagine. Customers expect almost-instantaneous choices, feedback, service, involvement, and flexibility, and Professor Krishnan's core message addresses all of these issues. As he put it in a recent e-mail message about what he'll be discussing in New York City and Boston:
"The approach presented by the authors illustrates how the process of innovation needs to be a set of incremental experiments that are directionally consistent. They demonstrate through case studies in insurance, banking and other industries that transparency and resilience in business processes aided by the right social architecture can significantly aid managers in executing complex business models and managing risks."
Led by co-author M.S. Krishnan, these presentations and discussions will allow senior-level business-technology executives to hear not only the core theories behind the book but also specific ideas into how the book's lessons can be applied to companies and leaders in the financial sector. While the discussions will certainly be deeply germane to all industries, Professor Krishnan will focus significant attention on the financial-services sector. Here's a sampling of what he intends to discuss in New York City (Tues., Nov. 14), and Boston (Thurs., Nov. 16):
"While there are several reasons that led to the current financial crisis in the capital markets, one important reason is the lack of dynamic transparency to the real risks of the assets owned by the financial institutions. While the financial-services industry is known for capital spending in IT, they are also notorious for building silo systems across various business units often delivered by multiple vendors. Horizontal transparency in business processes across these business units was not common. As a result, these institutions lacked dynamic transparency to the net risk carried across these business units."
While many villains---individuals as well as institutions---have been singled out for blame, nobody's saying that there was too much visibility into what was really happening. And that's a dynamic that's relevant in not just financial services but also retail and logistics and entertainment and manufacturing and health care and every other industry sector you can imagine. Customers expect almost-instantaneous choices, feedback, service, involvement, and flexibility, and Professor Krishnan's core message addresses all of these issues. As he put it in a recent e-mail message about what he'll be discussing in New York City and Boston:
"The approach presented by the authors illustrates how the process of innovation needs to be a set of incremental experiments that are directionally consistent. They demonstrate through case studies in insurance, banking and other industries that transparency and resilience in business processes aided by the right social architecture can significantly aid managers in executing complex business models and managing risks."
Subscribe to:
Posts (Atom)