While some of us are ” larks” and are at our best in the early mornings, others are “owls” and come to life late in the evening when it’s time for the larks to call it a day. I am, of course, exaggerating to make a point, but there is a lot of substance in whether you are a “morning” person or an “evening” person. I would venture to suggest that team formation based on people with complimentary tolerances for time are bound to do better in the long run than those where everyone is of one type.
At a time when there are ever so many books which tell you how to be a better manager jostling the bookshelves, here’s one that comes as a refreshing change. Judith Leary-Joyce is the CEO of Great Companies Consulting and she uses all the experience she has gained in presenting a succint and very readable book titled ” Inspirational Manager”.
“There’s only one corner of the universe you can be certain of improving, and that’s your own self.” “Every man who knows how to read has it in his power to magnify himself, to multiply the ways in which he exists, to make his life full, significant and interesting.” — Aldous Huxley. Continue reading
I had blogged in the past about the tendency some of us have to attempt to be perfect- and lose out in the bargain! This was way back in 2007. I thought to myself that things haven’t changed when I saw this from Penelope Trunk, whom I have always admired for her in-your- face , direct communication. There are many cases where well-meaning people, with the best of intentions don’t succeed because they wasted valuable time trying to achieve absolute perfection, even where it was not required!
The New York Times is one of the most respected newspapers and a column in it that I follow very closely is called the “Corner Office”. In this, Adam Bryant speaks every Sunday with a business leader on aspects of leadership and management. I am delighted to find a recent issue features, Vineet Nayar, XLRI batch of ’85, Chief Executive Officer of HCL Technologies.
How many times have you come out of a conversation - particularly with an employee- feeling that it didn’t quite go the way you would liked it to? Perhaps you were too abrupt. Perhaps what you had to say did not have the necessary impact on the employee. Let me share a couple of examples: ” I gave him all the facts but it didn’t seem to sink in!” complained one manager. ” I was most considerate and spoke to him ever so kindly” said another. Both were right- and both were wrong.
A feature I have enjoyed reading in the New York Times is the “Corner Office”. Every week, Adam Bryant has a conversation with a business leader on management and leadership.
This week the interview was with Alan Mullaly, the President & CEO of Ford Motor since 2006. For most of his career, Mullaly worked for Boeing. I see that Ford has been the only US auto major to have done well recently.
I found his views to be matter of fact, fairly simple yet meaningful. It underscored to me the point that in business while many things change- the way to deal with them seldom do. It is still important to understand your business, your customer, his/her needs, and learn how to get the best out of your people.
Terms like “engaged employees “and ” psychological contract” are frequently used by HR practitioners when they speak of successful people at work. Some believe that intrinsic motivators like a sense of achievement and the challenges that go with the job really influence performance. Others argue that there is nothing like a rich pay packet to make the employee set aside everything else to perform well at work.
“Can you teach an old dog new tricks?” asks Singapore based Pratap Nambiar in his blog Thought Perfect. Pratap is the Founder and Chief Executive of Thought Perfect Pte Ltd. This catchy phrase has been debated in HR and performance improvement circles for decades. What is the power of learning? Can people really change their behaviours? Can you make change stick? Continue reading