How we succeed by failing...

By the time Steve Jobs’s Wikipedia page had been adjusted to past tense, eulogists had added a footnote to his biography of success. Failure.

Jobs, though wildly successful, also failed often and badly. Therein, we note, lies perhaps the larger lesson of his life: Sometimes you have to fail to succeed.

The truth is, you usually have to fail to succeed. No one emerges at the top. Even those born lucky eventually get a turn on the wheel of misfortune. Anyone with a résumé of accomplishments also has a résumé of failures, humiliations and setbacks. Jobs was fired by the company he co-founded. Yet it was during this period of exile that he picked up a little computer graphics company later called Pixar Animation Studios, the sale of which made him a billionaire.

This is to say, to fail is human. To resurrect oneself is an act of courage.

Jobs himself recognized his failures in a now-famous 2005 commencement speech at Stanford. He recalled sleeping on the floors of friends’ dorm rooms and walking seven miles to a Hare Krishna temple for his one good meal of the week. One needn’t make an appointment with the Genius Bar to glean the moral of this story.

Fear of failure isn’t only an adult concern. From an early age, we are plagued with anxiety about performance. This seems a natural-enough evolutionary development. The strong and savvy survive (and get the girl). The less accomplished eat scraps and enjoy the company of human leftovers. “Losers,” we call them. So habitual is our attention to failure that we even have a word — or at least the Germans do — for enjoying others’: schadenfreude.

What possibly could make us take pleasure in another’s failure? Simple. We love the company.

A history of human failure would make for a long and interesting read, yet we prefer books about success. We thrill at the end-zone victory dance, applaud the extra point, admire the perfect 10. In literature, what is redemption but recovery from human failing? We love no one more than the man or woman who says I made a mistake, I’m sorry, please forgive me. Forgive? We want to hoist the penitent on our shoulders.

An entire lexicon of cliches has evolved around the idea of failure and recovery. It’s not the thing attained that matters; it’s the journey that gives us life. The act of creation — the struggle — far exceeds the pleasure of the thing created. Unless, of course, it’s an Apple iPhone 4S. BlackBerry? Not so much.

Recent acknowledgment of the power of failure, inspired by Jobs’s too-soon demise, provides a welcome spiritual uplift for stressed-out adults. But we’re missing an even more important morality tale that has profound consequences for our nation’s future. Our obsession with success and our fear of failure has trickled down to ever-younger humans, our children, at great cost not only to their psychological well-being but also, ultimately, to our ability to compete in the global marketplace.

We’re so afraid that our kids won’t measure up that we drive them crazy with overbooked schedules and expectations and then create a sense of entitlement by insisting on assigning blame elsewhere when their performance is lackluster. Sideline parents, first cousins to back-seat drivers, who challenge coaches, teachers and umpires on behalf of their children are a relatively new development that can’t be considered positive. When I wrote recently about the failure (there’s that word again) of colleges to teach core curricula that engender critical thinking skills, dozens of professors wrote to complain of students who aren’t willing to work hard (or show up) yet still expect good grades. Even in college, they said, parents pester professors for better marks for their little darlings.

In another famous commencement address, J.K. Rowling’s to Harvard in 2008, the “Harry Potter” author eulogized her own valuable failures. “Failure gave me an inner security that I had never attained by passing examinations,” she said. “Failure taught me things about myself that I could have learned no other way.”

If we agree that wisdom, confidence and a better Apple are gifts of failure, then why are we so afraid to allow our children to experience it? In a culture where failure is not well-enough understood as necessary to growth — and accomplishment is diminished by a code of equal outcomes that enshrines entitlement — then no one gets wiser or better. And a nation populated by such people may not survive.

Courtesy by: http://www.washingtonpost.com/opinions/how-we-succeed-by-failing/2011/10/14/gIQAnDgykL_story.html?tid=sm_btn_linkedIn

3 Types of Networks You Need

 

 

The old adage "It's not what you know, it's who you know" is truer than ever in today's organizations. But how do you know whom to know? Here are three types of networks it pays to have:

  • Personal support. Form relationships with people who help you get back on track during a bad day. These may be friends or colleagues with whom you can just be yourself.
  • Purpose. Include in your network bosses and customers who validate your work, and family members and other stakeholders who remind you that your work has a broader meaning.
  • Work/life balance. Seek out people who will hold you accountable for activities that improve your physical health, mental engagement, or spiritual well-being.

Courtesy by: http://web.hbr.org/email/archive/managementtip.php?date=101311

Wish you Happy Ganesh Chaturthi....

Gajanana Shri Ganaraya aadi vandu tujha Moraya

Ganpati Bappa Morya!Mangal Murti Morya

Happy Ganesh Chaturthi.

 

Inspirational leader! How you inspire your team?

Leadership is a skill that can be acquired with the implementation of carefully thought of steps!

Following are some areas people see in leaders:

•          Good boss guide others either by doing something himself or by directing a specific course of action.

•          Believes on performance rather than experience.

•          Focus on what went wrong & why.

•          Evaluate each & every action that he performs.

•          Accept the responsibility for consequence of his action.

•          Never does something that goes against his conscience.

•          Begins & takes a task to its completion.

•          He is able to create a image of role model

•          He does not let his subordinates feel their inferiority.

•          The subordinates should be aware of what are the positive qualities of the leader & which, in fact, had led to   the  position that he is in.

To understand people concerns and exhibit the commitment towards resolving the issues, you can start following practices to inspire your team:

•          Take frequent shop floor or cafeteria rounds.  This will help you to connect with all level people.

•          Organize listening lunches – where the leader has a monthly lunch with staff at all levels.

•          Just have a talk around. Management by walking about, just asking questions and listening.

•          Organize fortnightly department meetings.

•          Have a detail monthly talk with line manager.

•          Monthly employee meeting bringing all people together.

•          Communicate with them through department newsletters.

•          Create the chat room or knowledge forum on website where anyone can post a question.

But be aware, if you heard issues, you need to change the situation also.

Besides this your main thrust should be on trust. Leadership is nothing but trusting your capable people. You can exhibit your trust by transferring you power in following way.

  • Allow your team to sign the documents like invoice, documents etc.
  • Nominate and allow the representation of your team members in at seminars, public speaking. Encourage them to participate in public events on behalf of the company.
  • Create no-blame culture.
  • Create right-first-time culture.
  • You have to allow the decision making process as low as possible onto the shop floor and trust employees enough to try and take those decisions for themselves. In Toyota, operators at the shop floor can stop the line if he see any quality problem.
  • Constant verbal appreciation and an appreciative attitude from your manager build a culture of appreciation, which has a longer-term effect.
  • Internal departmental or employee awards for excellence.

Courtesy by: Jagdish Badal, Asst.Manager (IFEN Ahmedabad)

 

We Support Anna Hazare...

 

SUPPORT INDIA AGAINST CORRUPTION

 

Say… “I am Anna”

 

Jai Hind…

 

Vande Mataram…

 

Jago India Jago!!!

 

 

Decisions decoded

It is an often heard statement: A business's success is the sum of the good (or bad) decisions that the managers make. Mithila Mehta helps you make effective decisions at the workplace

In today's fast paced and extremely competitive world, making effective decisions has become even more necessary. So brutal is the environment that a single bad decision could cost an upcoming manager his/ her career. Sometimes, decisions need to be made in the fraction of a second. There is no time for a collaboration or consensus. At other times, it is a long and research-intensive process. Multiple aspects, perspectives and opinions must be considered. Keeping this contrast in mind, employees often find it difficult to form concrete parameters which will help them make effective decisions. However, here are some guidelines which will help make you a better decision-maker at work.

UNDERSTAND THE CONTEXT:
No decision can be made effectively if you do not understand its fundamental basis. Understand the problem at hand in context, the various choices, the stakeholders involved, the consequences of the decision and its implications.

KNOW AND RESEARCH:
The employee who makes the best decisions isn't necessarily the one who is the most experienced. "The best decision-maker is the person who knows the organization the best. It is only when he/she is acutely aware of the firm's current strengths, weaknesses and operations that decisions will be effective, "says brand manager Sharad Pant. Additionally, being well informed about the prevailing industry atmosphere, global trends and the competition is imperative. "Research is the basis of good decisions. And by research, I mean hardcore, current and verifiable facts," adds Pant.

At the same time, don't be over reliant on data and statistics ."In the process of number-crunching,managers often forget the humane aspect of their decisions.Also,numbers aren't gospel;they can be misleading or untrue.Many employees succumb to what we call 'paralysis by analysis' and hence make poor decisions,"says Suruchi Agarwal,marketing,FMCG sector.

EMOTIONS QUOTIENT:
Sometimes,the best decisions don't come from the head,but from the heart."I've seen some great decisions being made instinctively.Almost a decade ago,my organisation decided to change our packaging design to rival our competitor,despite not having done much market research.It was purely based on a gut feeling from the CEO.The spontaneous decision paid off,"says product manager Girish Setalvad.

ATTITUDE ALERT
The attitude you bring to the table during the decision-making process is of utmost importance.Always remember that it's nothing personal,so leave your preconceived biases behind.Says Agarwal,"Decisionmakers are commonly thought to be bossy,dominating and all-knowing.I'm sorry,but I must bust that myth.The ideal decision maker is one who listens,considers and collaborates when time permits.It's also necessary to be flexible and open to criticism or divergent views."

COLLECTIVE THOUGHT
The best decisions are often ones that stem from varied views and opinions.Collaborative decisions,that involve various stakeholders,are usually most effective at the workplace."Our company was planning a complete revamp of the organisational structure by redefining the operations of key divisions.We decided to involve the employees in this process as well,since they would be directly affected by the result.We were able to evolve a strategy that addressed their concerns and priorities,"says Setalvad.

 

ALTERNATIVES
One of the biggest mistakes made while taking decisions is getting stuck to a 'pet solution'and refusing to see other alternatives."It is important to consider various alternatives to a problem.These should then be evaluated using the pre-decided criteria or parameters to come up with the best option,"says Agarwal.Also,do remember to consider the trade-offs or the opportunity costs involved.
While it is important to come up with a final decision,it is equally important to come up with a Plan B."Be prepared for the eventuality that things may not work out as planned.At the same time,it doesn't help to be overly pessimistic.Hope for the best but be prepared for the worst,"signs off Pant.

 

 

(Courtesy By: Ahmedabad Mirror, Mon, 20-09-2010)