Smart Behaviour - Organisational Behaviour

What is organisational culture?
Culture is unique to organisations, even if it hasn’t been deliberately created. It is ‘inherited from the ancestors’. It is an unconscious creation based on the values espoused by the top management or the founders of the organisation. Nevertheless, as time passes, bringing about change in culture, to respect preferences becomes inevitable.

Cultural makeover
Owing to the phenomenon of constant change, cultures too need to be adapted to the changing market place conditions. Culture influences the decision-making process, management styles and thereby the success of an organisation. Therefore, making cultures behave is critical.

Organisational culture and organisational change are talked of in similar contexts. Therefore, a minor change might affect the entire culture of the organisation. As in any change process, there are hurdles to cultural change too. Ironically, the major obstacles to successful organisational change are corporate cultures themselves!

Obstacles to change
Employees and top management are often open to the idea of change, however, they are wary about implementing the change. This is because, organisational culture and people’s inclinations run parallel; they seldom merge.

For instance, customers expect high quality standards and service, and manufacturers know what these standards entail. Without providing quality to the customers, they cannot expect good returns on their investment. Unless the manufacturers support service excellence, the latter is impossible to achieve. Therefore, a minor change in the culture of the manufacturers is essential.

Partners in crime
Conventional wisdom proves that cultural changes are intrinsically difficult. Human resistance is not always the greatest obstacle to cultural change in an organisation. Resistance to change is inherently cultural. Employees’ actions are not always their own. Generally, the socialisation processes of the culture they belong to influence them. Therefore, change resistance is collective, contrary to the myth that it originates from the individual.

Deadening factors
Apart from the collective nature of resistance to change certain other factors cause a deadening impact on the organisation. Among those are the hierarchical patterns in the organisational structure, lackadaisical approach to changes in the external environment, essential skill deficiency and to top them all, the order-and-obey, command-and- control management.

Such obstacles can be easily overcome by changing the psychology and in turn the behaviour of employees.

Birth of a new culture
Evolution of culture is a natural phenomenon. Culture teaches employees how to behave and facilitates their interpretation of how to act within the organisation. A strong culture is one that is internally consistent, widely shared, and makes expectations clear.

Culture-building mantras
Culture building therefore involves a three-stage process.

Know what
Know how
Doing it
Knowing what to do and how to do are relatively easy. However, the ‘doing it’ part of building culture requires greater effort from employees.

Change philosophy
A change in philosophy therefore demands a change in the traditional methods of fault correction. To make change happen, employers must emphasise on flattening the hierarchical structure, empowering workers, training and retraining them and motivating them to make success a habit.

All these elements are interdependent and failure to follow even one of them will lead to failure of the entire organisation. Evaluation is important. Certain parameters for evaluation are identifying whether

The hierarchical structures are at the ideal minimum
Continuous training is imparted
Training has helped in implementing change
Levels of hierarchy
To reduce hierarchical levels, James Champy of Business Process Reengineering fame advises three levels in organisations. Managers at the first level are known as ‘enterprise managers’. These managers are responsible for making decisions. The next level consists of ‘people managers’ or ‘process managers’, so called because they help in planning and implementing activities, and support the first level. The third level comprises ‘self-managers’ who execute decisions. However, all the three levels have the backend support of ‘expertise managers’ like accountants and technologists.

GE’s culture was highly bureaucratic. The change representative Jack Welch took initiatives to delayer the hierarchical structures.

From X to Y
Important as it sounds, a major shift of emphasis from looking inwards to looking outwards is required. This entails a shift from Theory X to Theory Y enunciated by Douglas McGregor. The former focuses on constant monitoring of the employees by their superiors, whereas, the latter considers work and achieving results as natural. Therefore, Theory Y makes change management easier.

Constant training is essential as well. At GE, Welch identified training as the key to cultural change. He taught technical and cultural lessons to his employees and always focused on three core values: face reality, focus on quality and respect the human element.

First things first
Theory Y aims to bring about a change in behaviour. Change in behaviour leads to change in culture, contrary to the practices in many organisations. They change culture first and behaviour later consequently their change initiatives fail. To change employee behaviour, leaders must change themselves first. At Chrysler they believe that cultural change though powerful is dependent on the whims of the leaders.

A leader must be an enabling factor. He must play a vital role in his department and concentrate on strategies and action plans. He must intervene in routine actions but delegate the operations to those responsible. He must also examine and revoke team proposals but simultaneously approve the short-term tasks put forward by the team.

Proactive cultural management
Present day organisations are in dire need for interdepartmental, cross-functional team culture to encourage innovation. All these are but precursors to reactive change (compulsive changing). Reactive change is not permanent.

Though Chrysler had a history of innovation, its standards were falling during the early 90s. Bob Lutz, the then president of Chrysler, wanted it to become the automobile giant. They built a programme of cultural change called Customer One and the results were impressive. They had the same workforce but they sorted out different ways of working.

Employees must therefore aim at proactive cultural management, which starts with objectives and encompasses a vision for the future. It also inhibits obstructive behaviour and reinforces constructive behaviour.

Foundational attitudes
Certain foundational attitudes are integral to proactive cultural management. The first and the foremost is the creation of a learning company. In its efforts to bring about cultural change, Chrysler approached leading automobile giant Honda. Chrysler reorganised its teams into Honda-style teams and it learnt from its achievements and mistakes. " We do a `what went right, what went wrong analysis at various points and we transmit this information to the other platforms," said James Sorenson of the Jeep/Truck Team at Chrysler.

Also organisations must abandon rigid procedures that hamper creativity. An emphasis on knowledge sharing is the third foundational attitude. Finally, identifying the need for successful behavioural change in the assessment of employees is highly essential.

Be positive
Leaders’ behaviour must be in congruence with the foundational attitudes. Cultural change is not hard to bring about in organisations. However, illogical emotions such as fear are also dynamic in organisations. Therefore, positive programmes that thwart illogical emotions is important in promoting cultural change.

Zoom ahead
Risk is natural in any change programme. Nevertheless, employees must also realise that failure to change poses greater risks than external risks. Hence, optimistic realism helps employees forge ahead and lay foundations for cultural excellence.

Seven Spiritual Laws of Success

Success is not just hard work, plans and driving ambition. It is only when we are in sync with nature that true happiness springs forth; Laws of nature govern all creation and is the field of infinite possibilities.


Our internal reference point is our own spirit and not the objects of our worldly experience. It is how we take things and what we tell ourselves that matters.

Energy has to be kept in active circulation for any kind of prosperity. Like a river it must keep flowing. This flow is nothing other than the harmonious interaction of elements & forces of nature. The more you give the more you will get back.

Karma is the cause and effect of our actions simultaneously. If we become consciously aware of the choices we make every moment, and are aware that everything that is happening at this moment is a result of choices we have made in the past.

Fish does not try to swim, they just swim. Least effort is expended when your actions are motivated by love and acceptance. If we accept things as they are do not blame others or feel compelled to make other people believe in our point of view, if we carefully choose our action to external impetus, we will observe nature at work and bloom like a flower that just blossoms and does not have to try hard to do so.

The past and the future both reside in our imagination; only mindful awareness of the present moment is real. It is through this moment that all future can be created. If our attention is in the present, then our intent for the future will manifest.

Everyone has a personal calling, a destiny and a gift or talent they can share with others. What would you do if money was no concern and you had all the time in the world? If you will still do what you are doing now, you are in Dharma.

Your Life is Perfect!

A look at what really matters


There are some days when you may wonder why you bother to wake up, much less get out of bed - we've all been there. Life feels so much less than perfect that we find it hard to bear. But, our sense of duty and responsibility kicks in, and we brave another day. But even in the darkest hours, blessings are abound… There is perfection in everyone's life. If you understand what really matters -you'll find it. Now lavish in it!

Perfection is just an idea, a theory. It represents flawlessness and completion… It is simply a perception. One person's concept of what is perfect can be vastly different from what another person perceives to be perfect. Our eyes may see the details, but it is our hearts and minds that ultimately decide what perfection means.

If you ask a happy person why they are always so annoyingly happy, their answer may surprise you. More often than not, the gist of their glee stems not from anything measurable or material, but from a simple appreciation of life, itself. You can spend your energy struggling over all the things that aren't right in your life, or you can infuse your energy by understanding that you may not have everything you want, just the way you want it, but you probably have more than what you need.


Perfection reflection
It is only when we take the time to look over our lives that we can truly see how some things came to be. Through reflection, most of us will find that we have a lot to be thankful for, and begin to understand how perfect our life really is. Try looking in these eight places first:


1. You. You should always be #1 on your list. The mere fact that you have survived this long is a testament to your own personal perfection. Life is fragile and uncertain, so every day that you are here - be grateful!


2. Your health. Okay, you may not be in perfect condition by scientific standards, but if you are getting through the days, you are doing something right - and creating the opportunity for improvement. How perfect is that?


3. Love. Whether or not you have someone special is secondary to the fact that you are a loving person, or a person capable of giving and receiving love. Even during times of heartbreak, being able to feel so deeply is a gift. It may not always be pleasant, but you can't have great pain without knowing great joy. Be happy that you can feel, and be grateful that you can share those feelings… even if it's just with a friend.


4. Family. Family isn't limited to the humans that share our DNA. The closest of friends and most spoiled pets are family, too. Rejoice in the memories made, with all of your family, and look forward to those yet to come!


5. Friends. People often overlook how many friends they really have, and don't always fully appreciate the friends they count. Know that the mere fact that the discounted and underappreciated will still be around because you are who you are, speaks volumes. In some way, shape, or form - these people see perfection within you.


6. Loss. Most people think that a loss of any kind is an injustice, but often times, people and things are removed from our lives in order to teach us how to embrace something more. Cherish the perfection of every moment with that which brings you joy, because everything changes eventually.


7. Life. Marvel at how a world of such chaos can keep evolving. The flow of the changing seasons, the warmth of the sun, the chill of the wind. Humans and nature always seem to be at odds, and yet somehow we continue to evolve and survive. While the coexistence may not be everyone's ideal, it doesn't make it any less perfect.


8. Memories. Memories, both good and bad, should be cherished. Our ability to pull joy, strength, or understanding from an event that happened however long ago, is simply amazing. So be amazed! And realize that every memory, no matter how it makes us feel is perfect. Because all of our memoreis have led us to this place - today - which is (you guessed it!), perfect!


So instead of spending our energy focusing on what we don't have, or where we want to be, or what bad things happened to us up until this point, let's just sit in the perfection of right now. Realize that each one of us is perfect, as is our lives. Perfection isn't synonymous with easy - it is just the ability to understand what is there, see beyond what is not, and be grateful for the opportunity and experience - of right now!

Motivation

I went to one of coffee bars yesterday, the server seemed to be dull and lost.
The coffee bar was bustling with activities and people were coming, drinking and chatting.
I was like usual sitting and sipping my coffee waiting for a friend for an hour before the meeting as I had arrived early for the meeting.

I saw a young man, No offence to him and his company, but I could see he was not motivated and not happy.
He was delivering monotonous coffee to every customer, like another coffee and another job. Coy and introvert, as I have seen in India, they donot barge the personal space. They are afraid to talk to strangers or vice versa.

I ordered sandwich, as I was hungry. The same young man served me.......I had remembered the concept Fish!
and started talking to him life, business, home and job.

My friend came about 5 minutes into my discussion with this little boy, my friend who got quizzed about my behaviour and started looking in distress that I was ignoring him for a server, rather than giving time to our meeting. It was meeting my friend after 3 years on return to India. During the short conversation I had with the young man, I could feel, lack of happiness in job, because of his monotonous job.

After 10 minutes of talking his heart out, he seemed to be in relaxed, buzzing with zoom. My eyes were stuck on him during my 1 hour catch-up old time sake meeting. I could see changed person, the same young man who was serving coffee like dead bowl of red ants, was bouncing from table to table for serving.

The young man was home sick and things were not going so great for him, hence we was planning to quit the job, because of his home sickness, but he seems to changed when he spoke to a stranger.

This motivated me to write to PassionHR, as we HR profs are talking, drinking, sleeping eating, contemplating ways to motivate employees, improve productivity let us just motivate people we meet and see if this helps to put a smile on a face. It would not cost us money! Just a simple smile on each transaction, but dont become transactional on passing smiles. It would be like putting a dead meat on the groused donkey!

So, we in HR can become smiling and prosperity gurus rather management or business gurus, if we can motivate people around us. It is now said, that it is time for knowledge workers, who are bored to death with their routine jobs. I have seen that in Engineering, Retail, IT, Finance, Pharma Industry, let us spread smiles.

Hence as a part of PassionHR, where all HR confluences, can we spread the cheer and motivate people,

What say Mr. Nair on motivational week/month for PassionHR and if you guys have any comments, it will be much appreciated.

Just a thought!

Happy anniversary, hope you have many more!

Manager Vs. Manager

Employees worried about their jobs because of the tough economy are competing against each other in unhealthy ways. But HR executives can mitigate such problems in several ways, including making people feel more appreciated.

As the economy falters, it's more of a dog-eat-dog world than ever -- and your best managers and executives may be the ones snapping at each other's throats.

Executive coaches and others say that high anxiety in corporate America is causing co-workers to be more competitive, often in harmful ways.

"August is the biggest month I've had in 25 years," says Anna Maravelas, a coach and author of How to Reduce Workplace Conflict and Stress. "I've had human resource directors calling me up, they were hyperventilating over the state of their executive teams. They say, 'Our teams are dysfunctional, the executives are hostile to each other.'"

Maravelas, founder of the St. Paul, Minn.-based firm Thera Rising, which focuses on team building, conflict resolution and leadership development, says co-worker competitiveness has significantly increased over the past year -- a situation she attributes to the downturn in the economy.

'When people's economic security is at risk, their behavior deteriorates," she says. Among the most serious problems among managers and executives are "backstabbing and avoidance," she says. "You do something that annoys me, or I don't agree with, I don't bring it up. I don't ask for explanations when things aren't going well in your division."

Eventually, she says, executives will stop offering each other a head's up about imminent problems -- "Or worse, they'll set you up to fail."

There are other signs co-worker competitiveness is growing. A recent survey of 150 senior executives from large U.S. companies found that nearly half (46 percent) believe employees are more competitive with their co-workers than they were 10 years ago.

But, just in the past year, the competitiveness has been accelerating, says Dave Willmer, executive director of OfficeTeam, which commissioned the survey. The Menlo Park, Calif.-based staffing firm, a division of Robert Half International, places professional and customer-service professionals.

He also puts the blame on the economy.

Competition among co-workers can be healthy, and can benefit companies when times get tough, says Willmer. But HR leaders need to be on the lookout for competition that becomes unhealthy -- which can lead to poor morale, lower productivity and difficulty in retaining good employees.

Employee often feel more anxious about their jobs when they don't get enough recognition, says Willmer. "If recognition is unfairly distributed or not distributed, people become competitive to seek that," he says.

Competitiveness among co-workers also increases when companies don't communicate with their employees well -- not only about where things stand with the company's health, but about where an employee's career stands. "When you don't know, you tell yourself, 'I have to do whatever I can,'" says Willmer. "But that may not be a healthy thing."

Joseph Koob, author of Succeeding with Difficult Co-Workers, says he's seen a growing competitiveness over the last five or six years, as companies have cut back and eliminated entire levels of management. "They're leaner and meaner, but that creates more work and takes away a fair amount of advancement," he says.

"Mid-level and senior executives are working tremendously long hours, which puts pressure on everybody," says Koob, founder of Metacoach, based in Lansdale, Pa.

At the same time, he says, there's less loyalty to companies, and people are jumping from one to another -- which means "you have all these people floating around who are really good." That gets managers and others worried about their own job security, which creates even more angst and competitiveness, he says.

Co-worker competition can be good when it helps people to do their best, but becomes unhealthy when employees are so unhappy they leave, says Koob. "That eventually undermines the whole organization," he says.

How can a manager or executive tell when competition has moved from healthy to unhealthy? Koob suggests that leaders walk around and talk to people. Among the signs: "People will be complaining about other people, pointing their fingers. They'll be blaming others. They'll be whining about their own situations."

Like other experts, Koob says that if employees feel appreciated, they're less likely to worry about their jobs and engage in harmful competition. "It comes down to how people are treated," he says. "If a manager makes an effort to understand who they are, and appreciate who they are, then competition is fine."

Maravelas, of Thera Rising, offers these suggestions for keeping competition from getting out of control:

1. Acknowledge the contributions of your direct reports and other divisions daily." She recommends inviting leaders and employees from other departments to staff meetings and publicly thanking them. This helps everyone feel appreciated.

2. Eliminate performance measures "that reward employees and leaders for sacrificing the needs of other divisions for their own gain" such as a sales-compensation structure "that drives wedges between groups and leaders."

3. "Build the consistent message that we don't throw people under the bus here. As soon as you see a person disrespect or target another person or group, you shut that down."

Maintaining Positive State of Mind

Winning the Thought Battle
If you have read my articles or heard me speak, you know that I always come down to action. We need to act if we are going to be successful!

Yet, our success starts long before our actions. In fact, our success begins in our thoughts.

The process is that thoughts become actions and actions produce results. So the equation starts with the thoughts. So the key to success is to start with and control the thoughts that we have. Good thoughts become good actions become good results.

But there is this predicament we have as humans. It is this "battle" we have with our thoughts. Thoughts of depression, negative thoughts, thoughts of fear etc constantly creep into our minds and cause us to act in certain ways that are going to produce the antithesis of the kind we want that will produce success.

So what can we do to win the battle with thoughts? Here are a few main points. Apply these immediately and then constantly and you will be on your way to winning the thought battle.

Guard your mind. Pretend that behind that forehead of yours is a very precious thing your mind because it is precious. If you had a storehouse of gold in your house, you would hire an armed guard to stand watch and keep all the bad guys out. Yet, many of us let any old thing come into our minds.

We need to keep the bad thoughts, the negative thoughts O-U-T! Now when I say this, I mean both the ones that start in our heads and the ones that come from external sources.

Proactively place good thoughts in your head. Just like a garden, where you weed, or pull the bad stuff out, and plant, put the good stuff in, so we do the same thing with our thoughts. Buy tapes and music that will produce good, happy thoughts in your head! Watch TV programs and videos that put good thoughts in your head!

Avoid the naysayer. They are all around you. You work with them, you live near them some are even in your family! Whatever you do, do not let them affect you with their negative thoughts. Spend as little time as you can with them (unless it is your spouse or kids then you need counseling!)

Act on the positive thoughts that you do have. When a positive thought comes into your head, act on it! This will begin to produce a "bridge" between what you think and how you act! This will then make that transition even easier as time goes by!

Four key ideas to win the thought battle:

Guard your mind..
Proactively place good thoughts in your head.
Avoid the naysayer.
Act on the positive thoughts that you do have.

Go forth and Win the Battle!

Go the extra mile. Instead of saying: "Why don't they do something?" Say, "Here's what I'm doing about it." Instead of, "Why me?" Think, "Try me!" Look for rainbows in thunderstorms, and instead of worrying about the icy streets, put on your ice skates. Live out the story of the little boy who bought a new pair of ice skates with his allowance so he could skate on the frozen pond. His mother and father, watching him slide, slip and fall every time he tried to stand up, ran to his rescue, cautioning: "Let's put them away, son, before you get hurt!" The boy continued struggling and replied: "Mom, Dad, I didn't get them to give up with – I got my skates to learn with!" So this week concentrate on doing more than you are asked and contributing more than is required.

HR Behavior - Better Employee Behavior

The vagaries of employee behavior—from chewing gum or potato chips while on the phone with customers to a penchant for showing up everyday at the office fashionably late—will gain consistency if you draw up the company’s behavioral preferences in the form of a contract. That's the advice of Quint Studer, author of "Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top." Studer offers tips for putting together your employee behavioral mandate:

• Don't Assume You'll Meet Resistance. "Most employees are as irritated by the offenders as you and your customers are," says Studer. "Most people appreciate having official guidelines—it eliminates their own confusion, as well as that of their coworkers."

• Common Courtesy Isn't Common. You might assume knocking before entering an office with a closed door is par for the course, Studer says. But for people who grew up in large families with few physical boundaries, knocking on doors might feel like a needless formality. "In other words, common sense is a subjective concept, depending in part on an individual's background," he says. "Still, it's very important that every employee display behavior consistent with company standards and aligned with desired outcomes."

• Behavioral Rules Create a Happier Workplace. Consistent behavior in the office means a better work environment. "Employees who frequently behave in ways their coworkers deem inappropriate are not contributing to a happy, unified, productive team," says Studer. "And here's the real bottom line: If you don't spell out which behaviors are acceptable and which are not, you can't hold people accountable for them."

• Draw Up Your Own Contract. Develop a "Standards of Behavior" contract, and have everyone, from CEO to receptionist, sign it, he advises. This document can address any work-related behavior, says Studer, "from interaction with clients to phone etiquette to 'good manners' (knocking on doors) to 'positive attitude' markers (smiling or saying thank you)." Then make all employees sign it.

• Seek Input From All Employees In Creating the Document. Put together a "Standards Team" to spearhead the initiative and create the first draft. "Be sure everyone has a chance to review the document and provide input before it's finalized," he says. "Do not have human resources write it and impose it on everyone else. You want to create buy-in, and that requires companywide participation."

• Align Desired Behaviors With Corporate Goals and Desired Outcomes. Take a look at your organization's long-term goals and areas that need improvement. "You must be able to measure the success of your standards by seeing an impact in many of the key metrics of your operation," says Studer, "whether those are increased customer satisfaction, reduced rejects, or other measures."

• If You Do It Right, Your Contract Will Serve As An Ongoing Reminder Of Proper Behavior. "Just knowing a Standards of Behavior document exists—and that their signature is affixed to a pledge to uphold it—is enough to keep employees on their toes," he explains. "It creates an extra boost of awareness that really does affect day-to-day behavior. It creates the same behavior expectations for the entire team. Best of all, it functions as a tidal pull on problem employees, bringing them up to a higher level of performance."

Top 10 Reasons People Resist Change

1. THE RISK OF CHANGE IS SEEN AS GREATER THAN THE RISK OF STANDING STILL
Making a change requires a kind of leap of faith: you decide to move in the direction of the unknown on the promise that something will be better for you. But you have no proof. Taking that leap of faith is risky, and people will only take active steps toward the unknown if they genuinely believe – and perhaps more importantly, feel – that the risks of standing still are greater than those of moving forward in a new direction. Making a change is all about managing risk. If you are making the case for change, be sure to set out in stark, truthful terms why you believe the risk situation favors change. Use numbers whenever you can, because we in the West pay attention to numbers. At the very least, they get our attention, and then when the rational mind is engaged, the emotional mind (which is typically most decisive) can begin to grapple with the prospect of change. But if you only sell your idea of change based on idealistic, unseen promises of reward, you won’t be nearly as effective in moving people to action. The power of the human fight-or-flight response can be activated to fight for change, but that begins with the perception of risk...

2. PEOPLE FEEL CONNECTED TO OTHER PEOPLE WHO ARE IDENTIFIED WITH THE OLD WAY
We are a social species. We become and like to remains connected to those we know, those who have taught us, those with whom we are familiar – even at times to our own detriment. Loyalty certainly helped our ancestors hunt antelope and defend against the aggressions of hostile tribes, and so we are hard wired, I believe, to form emotional bonds of loyalty, generally speaking. If you ask people in an organization to do things in a new way, as rational as that new way may seem to you, you will be setting yourself up against all that hard wiring, all those emotional connections to those who taught your audience the old way - and that’s not trivial. At the very least, as you craft your change message, you should make statements that honor the work and contributions of those who brought such success to the organization in the past, because on a very human but seldom articulated level, your audience will feel asked to betray their former mentors (whether those people remain in the organization or not). A little good diplomacy at the outset can stave off a lot of resistance.

3. PEOPLE HAVE NO ROLE MODELS FOR THE NEW ACTIVITY
Never underestimate the power of observational learning. If you see yourself as a change agent, you probably are something of a dreamer, someone who uses the imagination to create new possibilities that do not currently exist. Well, most people don’t operate that way. It’s great to be a visionary, but communicating a vision is not enough. Get some people on board with your idea, so that you or they can demonstrate how the new way can work. Operationally, this can mean setting up effective pilot programs that model a change and work out the kinks before taking your innovation “on the road.” For most people, seeing is believing. Less rhetoric and more demonstration can go a long way toward overcoming resistance, changing people’s objections from the “It can’t be done!” variety to the “How can we get it done?” category.

4. PEOPLE FEAR THEY LACK THE COMPETENCE TO CHANGE
This is a fear people will seldom admit. But sometimes, change in organizations necessitates changes in skills, and some people will feel that they won’t be able to make the transition very well. They don’t think they, as individuals, can do it. The hard part is that some of them may be right. But in many cases, their fears will be unfounded, and that’s why part of moving people toward change requires you to be an effective motivator. Even more, a successful change campaign includes effective new training programs, typically staged from the broad to the specific. By this I mean that initial events should be town-hall type information events, presenting the rationale and plan for change, specifying the next steps, outlining future communications channels for questions, etc., and specifying how people will learn the specifics of what will be required of them, from whom, and when. Then, training programs must be implemented and evaluated over time. In this way, you can minimize the initial fear of a lack of personal competence for change by showing how people will be brought to competence throughout the change process. Then you have to deliver.

5. PEOPLE FEEL OVERLOADED AND OVERWHELMED
Fatigue can really kill a change effort, for an individual or for an organization. If, for example, you believe you should quit smoking, but you’ve got ten projects going and four kids to keep up with, it can be easy to put off your personal health improvement project (until your first heart attack or cancer scare, when suddenly the risks of standing still seem greater than the risks of change!). When you’re introducing a change effort, be aware of fatigue as a factor in keeping people from moving forward, even if they are telling you they believe in the wisdom of your idea. If an organization has been through a lot of upheaval, people may resist change just because they are tired and overwhelmed, perhaps at precisely the time when more radical change is most needed! That’s when you need to do two things: re-emphasize the risk scenario that forms the rationale for change (as in my cancer scare example), and also be very generous and continuously attentive with praise, and with understanding for people’s complaints, throughout the change process. When you reemphasize the risk scenario, you’re activating people’s fears, the basic fight-or-flight response we all possess. But that’s not enough, and fear can produce its own fatigue. You’ve got to motivate and praise accomplishments as well, and be patient enough to let people vent (without getting too caught up in attending to unproductive negativity).

6.PEOPLE HAVE A HEALTHY SKEPTICISM AND WANT TO BE SURE NEW IDEAS ARE SOUND
It’s important to remember that few worthwhile changes are conceived in their final, best form at the outset. Healthy skeptics perform an important social function: to vet the change idea or process so that it can be improved upon along the road to becoming reality. So listen to your skeptics, and pay attention, because some percentage of what they have to say will prompt genuine improvements to your change idea (even if some of the criticism you will hear will be based more on fear and anger than substance).

7. PEOPLE FEAR HIDDEN AGENDAS AMONG WOULD-BE REFORMERS
Let’s face it, reformers can be a motley lot. Not all are to be trusted. Perhaps even more frightening, some of the worst atrocities modern history has known were begun by earnest people who really believed they knew what was best for everyone else. Reformers, as a group, share a blemished past . . . And so, you can hardly blame those you might seek to move toward change for mistrusting your motives, or for thinking you have another agenda to follow shortly. If you seek to promote change in an organization, not only can you expect to encounter resentment for upsetting the established order and for thinking you know better than everyone else, but you may also be suspected of wanted to increase your own power, or even eliminate potential opposition through later stages of change.

I saw this in a recent change management project for which I consulted, when management faced a lingering and inextinguishable suspicion in some quarters that the whole affair was a prelude to far-reaching layoffs. It was not the case, but no amount of reason or reassurance sufficed to quell the fears of some people. What’s the solution? Well, you’d better be interested in change for the right reasons, and not for personal or factional advantage, if you want to minimize and overcome resistance. And you’d better be as open with information and communication as you possibly can be, without reacting unduly to accusations and provocations, in order to show your good faith, and your genuine interest in the greater good of the organization. And if your change project will imply reductions in workforce, then be open about that and create an orderly process for outplacement and in-house retraining. Avoid the drip-drip-drip of bad news coming out in stages, or through indirect communication or rumor. Get as much information out there as fast as you can and create a process to allow everyone to move on and stay focused on the change effort.

8. PEOPLE FEEL THE PROPOSED CHANGE THREATENS THEIR NOTIONS OF THEMSELVES
Sometimes change on the job gets right to a person’s sense of identity. When a factory worker begins to do less with her hands and more with the monitoring of automated instruments, she may lose her sense of herself as a craftsperson, and may genuinely feel that the very things that attracted her to the work in the first place have been lost. I saw this among many medical people and psychologists during my graduate training, as the structures of medical reimbursement in this country changed in favor of the insurance companies, HMO’s and managed care organizations. Medical professionals felt they had less say in the treatment of their patients, and felt answerable to less well trained people in the insurance companies to approve treatments the doctors felt were necessary. And so, the doctors felt they had lost control of their profession, and lost the ability to do what they thought best for patients.

My point is not to take sides in that argument, but to point out how change can get right to a person’s sense of identity, the sense of self as a professional. As a result, people may feel that the intrinsic rewards that brought them to a particular line of work will be lost with the change. And in some cases, they may be absolutely right. The only answer is to help people see and understand the new rewards that may come with a new work process, or to see how their own underlying sense of mission and values can still be realized under the new way of operating. When resistance springs from these identity-related roots, it is deep and powerful, and to minimize its force, change leaders must be able to understand it and then address it, acknowledging that change does have costs, but also, (hopefully) larger benefits.

9. PEOPLE ANTICIPATE A LOSS OF STATUS OR QUALITY OF LIFE
Real change reshuffles the deck a bit. Reshuffling the deck can bring winners . . . and losers. Some people, most likely, will gain in status, job security, quality of life, etc. with the proposed change, and some will likely lose a bit. Change does not have to be a zero sum game, and change can (and should) bring more advantage to more people than disadvantage. But we all live in the real world, and let’s face it – if there were no obstacles (read: people and their interests) aligned against change, then special efforts to promote change would be unnecessary.

Some people will, in part, be aligned against change because they will clearly, and in some cases correctly, view the change as being contrary to their interests. There are various strategies for minimizing this, and for dealing with steadfast obstacles to change in the form of people and their interests, but the short answer for dealing with this problem is to do what you can to present the inevitability of the change given the risk landscape, and offer to help people to adjust. Having said that, I’ve never seen a real organizational change effort that did not result in some people choosing to leave the organization, and sometimes that’s best for all concerned. When the organization changes, it won’t be to everyone’s liking, and in that case, it’s best for everyone to be adult about it and move on.

10. PEOPLE GENUINELY BELIEVE THAT THE PROPOSED CHANGE IS A BAD IDEA
I’ll never forget what a supervisor of mine said to be, during the year after I had graduated from college, secure as I was in the knowledge of my well earned, pedigreed wisdom at age twenty-two. We were in a meeting, and I made the comment, in response to some piece of information, “Oh, I didn’t know that!” Ricky, my boss, looked at me sideways, and commented dryly, “Things you don’t know . . . fill libraries.” The truth is, sometimes someone’s (even – gasp! – my) idea of change is just not a good idea. Sometimes people are not being recalcitrant, or afraid, or muddle-headed, or nasty, or foolish when they resist. They just see that we’re wrong. And even if we’re not all wrong, but only half wrong, or even if we’re right, it’s important not to ignore when people have genuine, rational reservations or objections.

Not all resistance is about emotion, in spite of this list I’ve assembled here. To win people’s commitment for change, you must engage them on both a rational level and an emotional level. I’ve emphasized the emotional side of the equation for this list because I find, in my experience, that this is the area would-be change agents understand least well. But I’m also mindful that a failure to listen to and respond to people’s rational objections and beliefs is ultimately disrespectful to them, and to assume arrogantly that we innovative, change agent types really do know best. A word to the wise: we’re just as fallible as anyone.

Train the Non-Trainer

If today's fast-moving corporation had an attitude, it would be "need to know, now." Organizations can't wait for formal learning programs to teach employees how to do their jobs. Everyday trainers can ensure employees have knowledgeable resources to turn to when questions or problems occur in real time.

In most organizations there are almost never enough trainers to go around. But should there be? In today's knowledge-worker-dominated workplace, employees need answers on the spot, and the company trainer rarely is as convenient as Web access or the peer sitting next door. As a result, organizations are training and leveraging everyday learning champions so employees have an immediate resource to turn to when issues arise.

"I'm not sure that having a whole host of people who are [purely] trainers is the right way to go in the constantly changing environment in which we live," said Rajeev Peshawaria, chief learning officer at Morgan Stanley.

Companies such as Morgan Stanley are moving away from the train-the-trainer methodology and embracing a model that empowers subject matter experts, leaders and managers to lead development, thereby creating a learning culture in which employees are encouraged to begin discussions and ask their peers questions.

Leaders as Teachers

"Teaching is learning twice." That's the philosophy at Morgan Stanley, where line leaders help train their employees. The global financial services firm subscribes to a co-teaching model, in which a professional teacher and a business leader team up to provide a well-rounded training experience.

"Let's say we're teaching a course on leadership," Peshawaria said. "Somebody from my team would teach the theory and concepts, and the business leader [would] speak to those concepts with real examples and practical experience. You get the best of theory and practice."

When time is at a premium, the workload must be manageable to motivate business leaders to participate. With Morgan Stanley's co-teaching model, the business leaders are not responsible for the totality of the training.

"The trick in leaders as teachers is to make it easy for them. If you give them a big manual and say: 'Prepare this and attend a train-the-trainer [session],' they'd never do it," Peshawaria said. "We tell them what we're teaching, where we want them to interject with examples and where we want them to lead exercises."

As with most initiatives, there must be support from the top, especially when the biggest challenge may be getting the line leaders to buy into the program.

"Without that, it's doomed," Peshawaria said. "The first thing I would suggest is to build sponsorship for the idea. Encourage officers to go out and teach and become part-time trainers."

In the past two and a half years, Hyatt has trained 4,000 operational managers in North America to be trainers. Because the mandate came from the top, the hotel chain had senior leadership support from the beginning. "If we want to be successful delivering service to our guests, we need to make sure the message our employees hear every day [is] consistent with respect to service priorities and delivery," said Christy Sinnott, vice president of learning and development. "We [have taken] each department, identified the service and skills necessary for management-level and hourly staff and literally brought in every operational manager across the country and trained them in the material and how to be trainers."

After the required skills and service standards were set for each position, members of the corporate operations and learning and development teams created the tools and resources necessary for managers to be successful in this new role. All of the operations managers were then brought to a central location and trained. Afterward, the managers returned to their hotels and retrained all their employees.

"Our continued focus is how we can help our managers to spend more of their time with our employees and guests," Sinnott said. "We continue to work with our corporate operations team to find efficiencies whether that [is] new training tools, resources or even how to use technology to make their jobs more efficient."

Sinnott said since this transition to a train-the-trainer model, one of Hyatt's biggest challenges has been ensuring each new manager receives the appropriate training and support at the hotel level. To help, the hotel chain has implemented a system of checks and balances to ensure all new managers go through training.

"We have regional managers based throughout the United States that do follow-up, and we also have a corporate operations team that meets with new managers to [make sure] they are receiving the proper training and assist them in that role," she said.

Before training became the operational managers' responsibility, they had to buy into the idea. HR and talent concerns had to take a backseat to more immediate business needs.

"We made a unified decision with operations that this was going to be operations training," said Doug Patrick, senior vice president of human resources at Hyatt. "It provides a sense of ownership and increases the interaction between the employee and manager, which is what we want. We want them to be on the floor and intimately familiar with their people."

Both Morgan Stanley and Hyatt have seen advantages to non-trainer training, as it makes leaders more accessible to employees and helps create a learning atmosphere in which senior executives, business-unit leaders and managers share knowledge for the betterment of the workforce.

"Teaching is learning twice, so it helps us solidify key concepts in teachers' minds," Peshawaria said. "[Also], it's very hard for a senior business leader to stand up and talk about good leadership in front of 100 people and then go back to business the next day and not behave the way they were talking."

Technology also can be used to drive peer-to-peer learning. As instant messaging, social networks, blogs and wikis become part of the fabric of corporate life, employees increasingly will interact online. Corporations can harness this opportunity to fuel informal, peer-to-peer learning, as Morgan Stanley has.

The firm recently launched the Talent Directory, a kind of corporate Facebook. The directory is on the company's intranet, and all employees create profiles and list their key skills and experiences.

"If I want to talk to somebody or learn about collateralized debt obligations, I go to the Talent Directory," Peshawaria said. "I keyword search and people who have listed that as their expertise come up; then I can click on them and set up some time to talk. It's still [in its infancy] because most people haven't even filled out their talent pages, but early adopters have, and we're encouraged."

Two Heads Are Better Than One

Employees can be trained for hours on end and still not be prepared for every issue that surfaces because most learning occurs on the job. Thus, employees should have resources such as mentors to turn to when formal training initiatives end or are unavailable.

"[Training] doesn't give us everything we need to do our role," said Tom Floyd, founder and CEO of Insight Educational Consulting, a professional consulting firm. "If you are in a [mentor] relationship, getting exposed to other things you need to do your job, you can actually get up to speed quicker and more effectively."

Part of the benefit of a mentoring partnership is the two-way learning experience. It's critical that any mentoring program be voluntary, so both participants contribute equally. Mentoring programs also require training, as mentors should be prepped on their role.

"You need some type of training program before you let them loose as mentors, so you're communicating, 'This is what being a mentor in our company means, and here [are] some different tools we'd like you to use throughout the process,'" Floyd said.

Because experiential learning is so important in the hotel business, Hyatt has implemented an informal shadowing program, as well as more structured mentoring initiatives.

"We have managers who work in the kitchens periodically so they can understand what the kitchen has to go through," Patrick said. "Training's not just classroom. It's all forms of learning, and predominantly, we learn best experiencing what happens on a daily basis."

Use them Frequently............... and Mean Them!!!

I'll Be There
If you have ever had to call a friend in the middle of the night, to take a sick child to hospital, or when your car has broken down some miles from home, you will know how good it feels to hear the phrase "I'll be there." Being there for another person is the greatest gift we can give. When we're truly present for other people, important things happen to them & us. We are renewed in love and friendship. We are restored emotionally and spiritually. Being there is at the very core of civility.

I Miss You
Perhaps more marriages could be saved & strengthened if couples simply & sincerely say to each other "I miss you." This powerful affirmation tells partners they are wanted, needed, desired & loved. Consider how ecstatic you would feel, if you received an unexpected phone call from your spouse in the middle of your workday, just to say "I miss you."

I Respect You / I Trust You
Respect and trust is another way of showing love. It conveys the feeling that another person is a true equal. If you talk to your children as if they were adults you will strengthen the bonds & become close friends. This applies to all interpersonal relationships.

Maybe You're Right
This phrase is highly effective in diffusing an argument and restoring frayed emotions. The flip side to "maybe you're right" is the humility of admitting maybe "I'm wrong". Let's face it. When you have a heated argument with someone, all you do is cement the other person's point of view. They, or you, will not change their stance and you run the risk of seriously damaging the relationship between you. Saying "maybe you're right" can open the door to further explore the subject, in which you may then have the opportunity to get your view across in a more rational manner

Please Forgive Me
Many broken relationships could be restored and healed if people would admit their mistakes and ask for forgiveness. All of us are vulnerable to faults and failures. A man should never be ashamed to own up that he has been in the wrong, which is saying, in other words, that he is wiser today than he was yesterday.

I Thank You
Gratitude is an exquisite form of courtesy. People who enjoy the companionship of good, close friends are those who don't take daily courtesies for granted. They are quick to thank their friends for their many expressions of kindness. On the other hand, people whose circle of friends is severely constricted often do not have the attitude of gratitude.

Count On Me
A friend is one who walks in when others walk out. Loyalty is an essential ingredient for true friendship; it is the emotional glue that bonds people. Those that are rich in their relationships tend to be steady and true friends. When troubles come, a good friend is there indicating "you can count on me."

Let Me Help
The best of friends see a need and try to fill it. When they spot a hurt they do what they can to heal it. Without being asked, they pitch in and help.

I Understand You
People become closer and enjoy each other more if they feel the other person accepts and understands them. Letting your spouse know in so many little ways that you understand them, is one of the most powerful tools for healing relationship. This applies to any relationship.

Go For It
We are all unique individuals. Don't try to get your friends to conform to your ideals. Support them in pursuing their interests, no matter how weird they seem to you. Everyone has dreams, dreams that are unique to that person only. Support and encourage your friends to follow their dreams. Tell them to "go for it."

I Love You
Perhaps the most important three words that you can say. Telling someone that you truly love them satisfies a person's deepest emotional needs. The need to belong, to feel appreciated and to be wanted. Your spouse, your children, your friends and you, all need to hear those three little words
"I Love You."

Workaholics!

You might be working harder and longer in a desperate bid to succeed, but if you are doing so at the cost of your health, then you need to get rid of those workaholic habits.

“Many people feel like they have to push themselves to unhealthy levels in order to succeed. But high-pressure jobs and long hours take a real toll on your immediate and future health,” said George Griffing, M.D., professor of internal medicine at Saint Louis University.

These are the seven worst habits of workaholics...

1. Forgetting to relax: While some stress can be good because it keeps you alert and motivated, too much stress or chronic stress will take its toll on your body.

2. Eating on the go: Between meetings, conference calls and deadlines, workaholics forget to take out time to sit down for a healthy lunch. But a good meal is exactly what a person needs to stay mentally sharp throughout the day.

3. Putting off sleep for work: Even busy professionals need seven to nine hours of sleep every night. Missing out on sleep can lead to irritability, difficulty concentrating, memory problems and poor judgment. It has also been linked to obesity.

4. Not making time for exercise: Getting at least 30 minutes of exercise most days is very important to immediate and future health.

5. Working even when sick: Many people come to work despite being ill. But there are three common sense reasons to stay home - Nobody wants your germs, you’ll be less productive and you need your rest to get better.

6. Drinking (too much): Excessive drinking can lead to alcoholism, liver disease and some forms of cancer.

7. Skipping annual medical checkups: In order to detect problems early, prevent others from developing and get the best treatment if you have a condition, you need to know what’s going on in your body.

Workplace Eticates

The globalisation of businesses in Nepal has vastly improved manners at work, but there is still much to be desired. In far too many companies, basic courtesies are still overlooked. Every work place has its own complex dynamics but the basic social rules which make people comfortable with each other remain valid in every working situation. An organisation where people are treated well and treat each other well tends to be more successful than others.
Here are certain guidelines to follow in a working environment.
How to welcome newcomers
• Newcomers should be welcomed by their seniors and colleagues.
• They should be briefed about their jobs and company practices.
• Staff at any level should be introduced to any newcomers they encounter.
• Courtesies should be extended to everyone you meet, irrespective of whether it's the receptionist or the CEO.
• Avoid asking personal questions regarding the newcomer's educational qualifications/ parentage/ marital status/ age/ income etc.
• Our names are an important symbol of our identity. Do not mispronounce, misspell or mix-up anybody's name.'
• Using someone's first name usually implies that you are superior to him, decidedly equal or friends. Therefore, it is best to start off formally. Use their surnames, preceded by Mr, Mrs or Ms. He/ she can then easily suggest that you use a first name.
How to show courtesy towards colleagues
• Greet everyone you encounter cheerfully and with a smile on your way into the office. On your way out, remember to thank the receptionist / office boys etc.
• Good bosses, employees and colleagues don't forget their manners. Remember 'please' and 'thank you'.
• Always show your appreciation with a smile.
• Small talk and light chitter chatter at work is essential; it expresses friendliness without demanding attention. Whether you talk about the traffic or the weather, the vital message is that you are all part of the same team.
• Be polite to hired help like peons, drivers, delivery boys etc.
• Do not talk loudly when you talk over the phone or to your colleagues. Talk in a soft and clear voice.
• Take instructions with grace and give instructions gracefully.
• On occasions like birthdays, staff members should receive a personal gift, good wishes and words of appreciation from the boss and colleagues.
• Always be considerate. The last person to leave the office should not have to switch off all the lights, air conditioners and computers. For example, when a photocopier runs out, whoever used the last sheet of paper should refill it.
• When you are going to get yourself a cup of tea, coffee or a cold beverage, offer to bring one for your co-workers as well.
How to make yourself likeable and pleasant to work with
• Don't be a whiner who is always complaining and miserable with his/ her lot in life.
• Never use words like 'can't' and 'won't', nor phrases like 'I'm busy' and 'that's not my job'.
• Do not criticise anyone -- that's not your job. And if you get criticised, be professional about it. Do not take it personally.
• Keep personal conversations down to a minimum and keep out of earshot of others.
• It is shabby to look through people's computers, emails or letters -- and don't ever make the mistake of sneaking into people's personal property like handbags or wallets. Be responsible for your own property and valuables. If you lose your expensive items, everybody else becomes a suspect and nobody likes being one!
• Never borrow anything from someone's desk without permission and when you do always return it in good condition.
• Do not misuse office property. Keep your workplace orderly. Do not infringe on other people's space.
• Be friendly with colleagues of the opposite sex but know where to draw the line. Don't get involved needlessly in any situation which could lead to embarrassment and could potentially damage not only your reputation, but that of the organisation as well.
• Do not get indulge in office gossip or discuss delicate topics (religion, politics, money, sex etc).
• Do not fidget or make unnecessary sounds which can be distracting to your co-workers.
• Maintain stringent standards of personal hygiene. Do clean up after yourself when you use the restrooms so the next person using it does not have to scrunch up his/ her nose!
• Do not convert your desktop into a place of worship. Since you might be working with people who follow different faiths, it might be better to display a vase of flowers instead.
• Use office privileges like sick leave etc thoughtfully so that you don't burden your co-workers with extra work.
Business meeting etiquette
• Be punctual. If you are late, apologise briefly but sincerely and immediately give total attention to the meeting. Those who wish to leave early should ask their seniors' permission beforehand. Leave quietly, with an 'excuse me' and catch the eye of the person who is talking at that point.
• Dress well -- it gives a good impression.
• Always remember to switch of your mobile phone.
• If there is an established seating pattern, accept it. If you are unsure, ask.
• Do your homework; get all your facts and figures in order. Go prepared.
• Acknowledge any introductions or opening remarks with a brief recognition of the chair and other participants.
• When discussions are underway it is good business etiquette to allow more senior figures to contribute first.
• Never interrupt anyone -- even if you disagree strongly. Note what has been said and return to it later with the chair's permission.
• When speaking, be brief and ensure that what you say is relevant.
• It is a serious breach of business etiquette to divulge what has been discussed at any meeting with a third party -- consider it confidential.
• Thanking the person who organised the meeting is not only good etiquette; it is also a sign of respect.
Keep competition within the organisation healthy
• A team tends to behave like a human body, accepting what is part of it and rejecting any alien tissue. People are accepted if their behaviour mirrors the group norms.
• Faults and blunders usually take place due to lack of communication. Find out the cause of the mess-up and solve the problem so that it is not repeated.
• Curb your annoyance and control your temper.
• Do not strive to pull a colleague down just to get the approval of the boss. This will backfire on you in the long run.
• Back-stabbing and petty talk is not only unpleasant, it is in poor taste.
• A secure and efficient worker never grudges another's success. Envy and jealousy among co- workers ruins the working environment for everyone. The following notice, seen on several office walls, gets the point across well:

Workplace Eticates

The globalisation of businesses in Nepal has vastly improved manners at work, but there is still much to be desired. In far too many companies, basic courtesies are still overlooked. Every work place has its own complex dynamics but the basic social rules which make people comfortable with each other remain valid in every working situation. An organisation where people are treated well and treat each other well tends to be more successful than others.
Here are certain guidelines to follow in a working environment.
How to welcome newcomers
• Newcomers should be welcomed by their seniors and colleagues.
• They should be briefed about their jobs and company practices.
• Staff at any level should be introduced to any newcomers they encounter.
• Courtesies should be extended to everyone you meet, irrespective of whether it's the receptionist or the CEO.
• Avoid asking personal questions regarding the newcomer's educational qualifications/ parentage/ marital status/ age/ income etc.
• Our names are an important symbol of our identity. Do not mispronounce, misspell or mix-up anybody's name.'
• Using someone's first name usually implies that you are superior to him, decidedly equal or friends. Therefore, it is best to start off formally. Use their surnames, preceded by Mr, Mrs or Ms. He/ she can then easily suggest that you use a first name.
How to show courtesy towards colleagues
• Greet everyone you encounter cheerfully and with a smile on your way into the office. On your way out, remember to thank the receptionist / office boys etc.
• Good bosses, employees and colleagues don't forget their manners. Remember 'please' and 'thank you'.
• Always show your appreciation with a smile.
• Small talk and light chitter chatter at work is essential; it expresses friendliness without demanding attention. Whether you talk about the traffic or the weather, the vital message is that you are all part of the same team.
• Be polite to hired help like peons, drivers, delivery boys etc.
• Do not talk loudly when you talk over the phone or to your colleagues. Talk in a soft and clear voice.
• Take instructions with grace and give instructions gracefully.
• On occasions like birthdays, staff members should receive a personal gift, good wishes and words of appreciation from the boss and colleagues.
• Always be considerate. The last person to leave the office should not have to switch off all the lights, air conditioners and computers. For example, when a photocopier runs out, whoever used the last sheet of paper should refill it.
• When you are going to get yourself a cup of tea, coffee or a cold beverage, offer to bring one for your co-workers as well.
How to make yourself likeable and pleasant to work with
• Don't be a whiner who is always complaining and miserable with his/ her lot in life.
• Never use words like 'can't' and 'won't', nor phrases like 'I'm busy' and 'that's not my job'.
• Do not criticise anyone -- that's not your job. And if you get criticised, be professional about it. Do not take it personally.
• Keep personal conversations down to a minimum and keep out of earshot of others.
• It is shabby to look through people's computers, emails or letters -- and don't ever make the mistake of sneaking into people's personal property like handbags or wallets. Be responsible for your own property and valuables. If you lose your expensive items, everybody else becomes a suspect and nobody likes being one!
• Never borrow anything from someone's desk without permission and when you do always return it in good condition.
• Do not misuse office property. Keep your workplace orderly. Do not infringe on other people's space.
• Be friendly with colleagues of the opposite sex but know where to draw the line. Don't get involved needlessly in any situation which could lead to embarrassment and could potentially damage not only your reputation, but that of the organisation as well.
• Do not get indulge in office gossip or discuss delicate topics (religion, politics, money, sex etc).
• Do not fidget or make unnecessary sounds which can be distracting to your co-workers.
• Maintain stringent standards of personal hygiene. Do clean up after yourself when you use the restrooms so the next person using it does not have to scrunch up his/ her nose!
• Do not convert your desktop into a place of worship. Since you might be working with people who follow different faiths, it might be better to display a vase of flowers instead.
• Use office privileges like sick leave etc thoughtfully so that you don't burden your co-workers with extra work.
Business meeting etiquette
• Be punctual. If you are late, apologise briefly but sincerely and immediately give total attention to the meeting. Those who wish to leave early should ask their seniors' permission beforehand. Leave quietly, with an 'excuse me' and catch the eye of the person who is talking at that point.
• Dress well -- it gives a good impression.
• Always remember to switch of your mobile phone.
• If there is an established seating pattern, accept it. If you are unsure, ask.
• Do your homework; get all your facts and figures in order. Go prepared.
• Acknowledge any introductions or opening remarks with a brief recognition of the chair and other participants.
• When discussions are underway it is good business etiquette to allow more senior figures to contribute first.
• Never interrupt anyone -- even if you disagree strongly. Note what has been said and return to it later with the chair's permission.
• When speaking, be brief and ensure that what you say is relevant.
• It is a serious breach of business etiquette to divulge what has been discussed at any meeting with a third party -- consider it confidential.
• Thanking the person who organised the meeting is not only good etiquette; it is also a sign of respect.
Keep competition within the organisation healthy
• A team tends to behave like a human body, accepting what is part of it and rejecting any alien tissue. People are accepted if their behaviour mirrors the group norms.
• Faults and blunders usually take place due to lack of communication. Find out the cause of the mess-up and solve the problem so that it is not repeated.
• Curb your annoyance and control your temper.
• Do not strive to pull a colleague down just to get the approval of the boss. This will backfire on you in the long run.
• Back-stabbing and petty talk is not only unpleasant, it is in poor taste.
• A secure and efficient worker never grudges another's success. Envy and jealousy among co- workers ruins the working environment for everyone. The following notice, seen on several office walls, gets the point across well:

THINK OUT SIDE OF BOX..........!

Employee "A" in a company walked up to his manager and asked what my job is for the day?

The manager took "A" to the bank of a river and asked him to cross the river and reach the other side of the bank.

"A" completed this task successfully and reported back to the manager about the completion of the task assigned. The manager smiled and said "GOOD JOB"
Next day Employee "B" reported to the same manager and asked him the job for the day. The manager assigned the same task as above to this person also.

The Employee "B' before starting the task saw Employee "C" struggling in the river to reach the other side of the bank. He realized "C" has the same task.

Now "B" not only crossed the river but also helped "C" to cross the river.

"B" reported back to the manager and the manager smiled and said "VERY GOOD JOB"
The following day Employee "Q" reported to the same manager and asked him the job for the day. The manager assigned the same task again.

Employee "Q" before starting the work did some home work and realized "A", "B" & "C" all has done this task before. He met them and understood how they performed.

He realized that there is a need for a guide and training for doing this task.

He sat first and wrote down the procedure for crossing the river, he documented the common mistakes people made, and tricks to do the task efficiently and effortlessly.

Using the methodology he had written down he crossed the river and reported back to the manager along with documented procedure and training material.

The manger said "Q" you have done an "EXCELLENT JOB".
The following day Employee "O' reported to the manager and asked him the job for the day. The manager assigned the same task again.
"O" studied the procedure written down by "Q" and sat and thought about the whole task.
He realized company is spending lot of money in getting this task completed... He decided not to cross the river, but sat and designed and implemented a bridge across the river and went back to his manager and said, "You no longer need to assign this task to any one".
The manager smiled and said "Outstanding job 'O'. I am very proud of you."
What is the difference between A, B, Q & O????????

Many a times in life we get tasks to be done at home, at office, at play…., Most of us end up doing what is expected out of us. Do we feel happy? Most probably yes. We would be often disappointed when the recognition is not meeting our expectation.
Let us compare ourselves with "B". Helping some one else the problem often improves our own skills. There is an old proverb (I do not know the author) "learn to teach and teach to learn". From a company point of view "B" has demonstrated much better skills than "A" since one more task for the company is completed.
"Q" created knowledge base for the team. More often than not, we do the task assigned to us without checking history. Learning from other's mistake is the best way to improve efficiency. This knowledge creation for the team is of immense help. Re-usability reduces cost there by increases productivity of the team. "Q" demonstrated good "team-player" skills, Now to the outstanding person, "O" made the task irrelevant; he created a Permanent Asset to the team.
If you notice B, Q and O all have demonstrated "team performance" over an above individual performance; also they have demonstrated a very invaluable characteristic known as "INITIATIVE".
Initiative pays of every where whether at work or at personal life. If you put initiative you will succeed. Initiative is a continual process and it never ends. This is because this year's achievement is next year's task. You cannot use the same success story every year.
The story provides an instance of performance, where as measurement needs to be spread across at least 6-12 months. Consequently performance should be consistent and evenly spread.
Out-of-Box thinkers are always premium and that is what every one constantly looks out for. Initiative, Out-of-Box thinking and commitment are the stepping stone to success.
Initiative should be life long. Think of out of the box.

Regular Health-Tips.

All of us make little health mistakes that cause damage to our bodies in the long run - simply because we are unaware we are doing something wrong. Here are some of the most common mistakes made by many of us.

1) Crossing our legs

Do you cross your legs at your knees when sitting? Although we may believe that this is the lady-like elegant way to sit, sitting this way cuts down circulation to your legs. If you don"t want varicose veins to mar the beauty of your legs and compromise your health, uncross your legs every time you realise you have one knee on top of the other. The best way to sit is to simply place both legs together on the floor, balancing your weight equally. If you feel like changing position, instead of crossing your legs, simply move both legs together to one side. As an alternative, you could also consider crossing your legs loosely at the ankles. This is a classically elegant way to sit, and is far better for your legs and your health than sitting with your legs crossed at your knees.

2) Not changing our toothbrush.

How often do you change your toothbrush? Most of us wait until most of the bristles have either fallen off, or are in such bad shape that we"d be embarrassed to pull out our brush in public. However, since not many of us need to pull out our brush in public, we carry on with our frayed one until we lose it. Replace your toothbrush often. Damaged bristles can harm the enamel, and don"t massage your gums well. If you find brushing your teeth a pain like I do, but know you must do it, you might as well be doing it right. Imagine going through the annoyance of brushing your teeth twice a day only to find out that you"re damaging your enamel every time you clean your teeth. Also, use a brush with soft bristles unless your dentist has advised otherwise.

3) Eating out often.

There are oils that are high in cholesterol, and oils that cause little harm and are better for your heart. However, no matter how light the oil is, it is never a good idea to eat too much of it. Avoid fried foods.Remember that in all probability your favourite Indian food restaurant throws a huge, HUGE chunk of butter in a tiny bowl of dal. Rita, who worked in the kitchen of a 5 star hotel, was shocked when she saw the cook chop a 500gm butter slab in half, and throw half into a Paneer Makhani dish. No wonder the customers left licking their fingers. And no wonder they felt so stuffed and heavy afterwards. Limit outdoor eating unless you know that you"re getting served light and healthy food.

4) Skipping breakfast.

Never, ever skip breakfast. Remember, when you wake up in the morning it"s been around 10-12 hours since your last meal. Your body needs food now, more than at any other time. Eat a heavy breakfast. You will then be busy through the day, and the calories will get expended quickly. If you are trying to diet, eat a light dinner. Here are some more common health mistakes we make. Being informed and making a few changes can help make us feel a whole lot better.

5) High heels.

High heels sure look great, but they're murder for your back. This however doesn't mean you should steer clear of stilettos. Wear them, but not when you know you will be walking around a lot. Wear them when going out for lunch or dinner - when the only walking you will be doing is to your car, to the table, and back. Avoid high heels when you are going somewhere on foot. If you are constantly tempted to wear your heels, take a good look at your flats. Is there something about them you dislike? Invest in a new pair of beautiful flats or shoes with a low heel. Buy something you love, that you will enjoy wearing. If possible, get a matching bag. You will then enjoy your flats as much as you do your heels.

6) Sleeping on a soft bed.

You don't have to sleep on the floor be kind to your back, but do make sure you have a firm mattress. Although a mattress on springs is soft and lovely to sink into, it's bad for your back. If you already have an old bed with springs, you don't need to invest in a new one - simply get a thick wooden plank put over the springs, and place the mattress on the plank. Similarly, if your mattress is old and lumpy, throw it out and get a new one. Your neck and your back will thank you. The same rule applies to sofas. If you will be spending hours on a sofa, get a firm yet comfortable one. Sofas you completely sink into are not the best idea.

7) Pillows.

No matter how comfortable sleeping with ten cushions is, have pity on your neck and resist. Sleep with one pillow, and make sure it is not too thick. If your pillow gets lumpy, discard it and go for a new one. Get a thin pillow if you sleep on your stomach, and something a little thicker if you sleep on your back, to give your neck adequate support

8) Not exercising.

So all of us know we should exercise more, but many of us don't. This is a health mistake we consciously make! And why is that? Simply because we refuse to admit the damage we are causing to our bodies by not working out. A number of people only start working out once they've experienced a warning signal. Don't wait for a heart attack to strike before you decide to opt for a lifestyle change. Make the change now. You don't need to train for the marathon to be in top shape. Half an hour of brisk walking three to four times a week will make a world of difference to your health. You could then increase this to forty minutes, four times a week - and you're all set. If you haven't exercised for a week, you're making a mistake.

HR Policy - What is your Policy?

Comedian Dimitri Martin repeats the old adage “People who live in glass houses shouldn’t throw stones.” Then he adds “My policy is: No stone throwing regardless of housing situation.”


That’s a good policy. But as Dimitri points out, even the best of polices should have an exception. “If you are trapped in a glass house and you have a stone - throw it,” he explains.

You Know Not to Throw Stones…

It would be nice if policy setting was as easy as this example, but setting good policies is difficult. They are also important, serving as guideposts that can help keep your organization on track. You can learn a lot about an organization’s culture by reading its policies. How it feels about its employees, its customers, and where its priorities lie.

A quick reminder, though, that most organizations actually have two types of policies. The first are the employee rules maintained by the Human Resources department. These are necessary to ensure rules are applied fairly across the board so certain employees are not treated more favorably, in terms of attendance, discipline, or reimbursement, for example.

Policy as a Goal

The second type of policy, the one we are more interested in for our discussion, involves creating statements that serve as guidelines for executing the organizations strategies and priorities. If customer service is a priority, then company policies should state high-level customer service goals, such as answering calls promptly and resolving issues in a timely way. Then these high-level goal statements should then be fleshed out by department managers with specific objectives that fulfill the goals. For example, 95% of incoming customer service calls answered by the fourth ring, all customer questions or issues completely resolved within 1 business day, or same day shipping.

Good policies are usually developed by reflecting on how to operationalize strategies, set priorities, and address existing risks. An overlooked step in some organizations is clearly communicating the policies to the team members. Too frequently it is assumed that the meanings and motives behind a policy are obvious, but such assumptions are a mistake. Clear communication about the logic and importance (in terms of success) of policies is a key to creating buy-in, which obviously leads to better compliance.

But even more importantly, making sure employees understand policies thoroughly will also help them recognize when a situation calls for an exception. Being able to empower front line employees (especially those interacting with customers) is always a good thing, and the greatest impediment to good decision making is a lack of information. Training and communication on policies and policy development is one way to help alleviate this problem.

A Policy for Creating Policies?

So good policies are created by clearly stated company goals, and recall that our discussion of policy involves standards for achievement - not rules. Bad policies, on the other hand, can be a result of knee jerk reactions to a specific incident or occurrence. They are not well-thought out and are not based on fulfilling an over-arching strategy or priority. Some bad policies, however, are created because of misguided goals.

I read about a gourmet coffee chain recently, describing their policy of when the line of customers grew too long a staff member would take an order pad and pen out to the line and begin collecting orders from those in line and those queuing up. The odd thing about this policy was that it really didn’t get drinks to customers any faster. There were still the same number of cashiers ringing up sales, and the same number of baristas making the drinks. In fact, one could argue it actually slowed the process down.

But it turns out the goal of this policy was not to reduce the wait for drinks. The real goal of the policy was to make customers coming in and getting in line to feel obligated to stay and purchase the drink. Having placed an order, customers were much less likely to ditch the long line and go somewhere else. How is that for a customer focus?

A useful policy here should be to serve drinks fast enough to satisfy customers, not to lay a guilt trip on customers to keep them from leaving (happy or unhappy). I can’t help but think that if as much thought and effort was put into to creating the proper policy (backed by processes) to deliver drinks satisfactorily during a rush as was put into playing mind games with customers, a win-win situation would be created for customer and company. As is, this policy only benefited the company at the expense of the customer. While such policies might create a short term benefit, over the long haul it alienates customers and creates cynical employees.

So the question isn’t really just “what is your policy,” but “why is it your policy” as well. What is being accomplished? Who benefits? Who suffers? What message does it send? What direction does it take the organization? What does it say about your organization?

How to Lead Change?

How can Ford Motor Company recover from declining sales and a diminished image? How can a troubled financial sector right the ship after an onslaught of home foreclosures? How can airlines escape their perpetual flirtations with bankruptcy?

In his classic text, *Leading Change*, John Kotter offers timeless insights into the mechanics of change. In particular, he explores the following eight fundamental qualities of successful change leadership.

#1 - Establish a sense of urgency*

Wise leaders realize that people have an aversion to change. Unless prodded to make adjustments, most people won't budge from business as usual. Since leaders are likely the first ones to sense the need for change, they must convey a sense of urgency by convincingly identifying the threats of staying the same.

#2 - Gather a guiding coalition*

Before making the case for change to the entire organization, a leader should persuade fellow influencers of its necessity. In every company, a small group of stakeholders lay claim to a majority of the influence. Unless a change agent rallies these key decision-makers to his side, he will have difficulty garnering enough momentum to shift the organization.

#3 - Create vision*

Before launching a movement for change, it's essential to formulate a compelling vision to support it. The vision should clearly spell out the rationale for making a change, and it should paint a picture of the preferred future that will arise as a result of the change. On a practical note, the vision should be refined and simplified until it can be shared in five minutes or less.

#4 - Communicate vision*

Human emotions tend to be drawn toward the discomfort and inconveniences of change. For this reason, it's critical to make every effort to communicate the value of change. Leaders too readily fear repeating themselves when they should be more afraid of their people misinterpreting the vision or losing sight of it.

#5 - Empower others to act on the vision*

First and foremost, build margin for change. People's responsibilities continue in addition to their involvement in major change initiatives. Give them space to internalize the change and readjust their focus. Changing is a difficult endeavor. Be sure ample resources, meetings, and man-hours are being devoted to make it happen.

#6 - Plan for and create short-term wins*

Oftentimes, the scale of a needed change can be overwhelming. Whittle it down into bite-sized bits, and be sure to celebrate every milestone accomplished. Build upon small, short-term victories to infuse the team with momentum so that they can carry out the full extent of the desired changes.

#7 - Consolidate improvements to extend change*

At first, changes are fragile. They need nourishment and protection in order to take root in the organization. Be vigilant of hard-fought changes, and recognize that many of them will take years to be fully ingrained in the organization.

#8 - Institutionalize new approaches*

As the best leaders know, change is not a once-in-awhile proposition. The process of change is ongoing. When leaders manage change effectively, they gain respect and earn the right to craft a culture where change is a regular, even welcome, aspect of the organization.

How do we Explain Wide differences in Pay?

How do we manage a disparity in pay levels? We are raising pay rates for employees to be more in line with our competitors. However, this hasn't eased our recruiting difficulties very much. In addition, management is considering raising pay yet again for new recruits, but we are understandably concerned that such a move would make pay for new workers nearly equal to employees with two to three years of experience. This would also affect the pay of people with even longer tenure. Obviously, whatever we decide will affect both our retention of high performers and our recruitment of top talent. We don't want to get hung up on this issue, but feel caught in the middle. Is there a way out that satisfies all sides?

From how you have described your situation, it sounds as if you may need to hold off on making further pay changes until you have determined the root causes of your recruiting difficulties. It would appear that your efforts to make compensation adjustments were unsuccessful in addressing the problem. Don't compound the error by trying to fix the problem in the same way twice: i.e., by throwing good money after bad. This means stepping back, gathering a team of interested individuals and doing some basic analysis and problem-solving relative to your difficulties with recruitment and (potentially) turnover. Ask yourself some basic questions, such as:

• Is our problem with recruitment or with retention or both?

• Where are the problems with our recruiting process? Are candidates willing to stick with the process right up until they get the offer letter, or do they drop out long before this point?

• Do we have significant turnover in the first six months of employment? Do we have turnover of high-performing employees?

• Are we losing longer-service employees or is turnover mainly concentrated with shorter- service employees? Do particular departments experience higher turnover than others?

• Are employees constantly complaining about pay levels in general, or is pay
disenchantment mostly among new hires?

In asking and answering these questions, you will need to gather as much data on recruitment and turnover as necessary. Then for each question, you'll need to research why. Once you dig into this analysis, you may find that the problems are not even related to compensation; this may simply be a symptom or an excuse for deeper problems. Don't accept employee complaints about pay at face value; there may be more critical but underlying issues. Most people do not leave organizations—or refuse to join organizations—because of pay. They simply use this as their excuse as it is an easy one to use and generally shuts off any argument. The important point is to find out why each of the issues or problems you uncover has become an issue or problem. You then can move to develop effective and targeted solutions. The problem-solving process is time-consuming and detailed, but it is worth the effort and could save your company from wasting valuable resources.

The bottom line here is that your company may not have to raise pay uniformly across the organization. If you have specific new hire/experienced employee compression issues, by all means deal with them as part of the solution, but do so selectively. In addition, when was the last time your company did an organization-wide market analysis of compensation? It may be time to recalibrate your pay ranges against your labor market or product/service market competition.

You also mentioned retention of high performers. In this matter your company will need to consider several factors. Can you appropriately identify your true high-performing employees, or do your managers evaluate everyone as "exceeding expectations"? Are the high performers receiving commensurately larger pay increases than the average? Are they recognized for their accomplishments in nonmonetary terms? Are they held up as examples of the types of behavior you need from all employees? On a longer-term basis, are they provided with the right career development attention and opportunities?

Finally, your company may also want to consider a variable pay program that provides bonuses or incentives based on specifically defined corporate or workgroup goals. These are important components of any program for rewarding and motivating high performers and can assist in successfully dealing with retention and pay compression.

How Do We Coach Negative Managers?

Many of our managers have a hard time driving down decisions that are made by the corporate office. We do include their opinion prior to making many decisions. However, it seems that any bad news given to an employee by their managers is blamed on corporate heads. Most managers don't take responsibility or back up the decision. Instead, they usually apologize and tell employees they had to discipline/change process because it was a corporate decision. How can I work with managers to eliminate the perception that corporate is "bad" and they are "good"?

- Nabobs of Negativism Not Needed, human resources manager, retailing, Englewood, Colorado

A: At face value, this might appear to be a remedial management issue to clarify the manager's role in the chain of command. However, an effort to get certain managers in line will probably be a difficult task because there is likely a larger, cultural issue underlying matters.

This warrants some study before formulating a course of action-otherwise, you will be addressing only symptoms and not creating the change you probably want. In essence, if you address how mangers think, then how they stand and what they say as part of the chain of command will fall in line. Some things to explore:

1. Group dynamics
There is some sort of group dynamic present here. Even with relatively inexperienced managers, this is learned behavior that blaming corporate is acceptable. There need not be a single "ringleader," but this is stemming from someplace and others are following suit. Even if you can mentally identify the group and you believe you know who is leading and those who are probably following, you need to dig a little deeper.

What are the common denominators of the managers who are showing dissent, and of the managers who are performing satisfactorily? What separates the two groups?

2. Be very conscious about communication As you try to address any issue, you should expect that interacting with any part of the group is going to flow to the rest. This is something to be incredibly conscious of. With that in mind, this informal network can be the most useful way to interact with the whole, but avoid the temptation to tap or manipulate the group's communication.

Your interaction with members is how you will influence this group. When speaking to one person, expect that what's being said probably will be relayed to others, so do this thoughtfully.

3. Be attentive to the feedback loop
It would appear that you are getting this feedback about the managers' behavior from somewhere outside this group. There is a cultural issue that overlaps the other, which is demonstrated by the fact that such specific negative information is common knowledge beyond this group of managers. Let's acknowledge that employees talk and someone being disciplined is difficult to keep under wraps, but knowledge of the specific discussion is different from common knowledge of the event.

Unless you are asking for this information and getting it from the original source (i.e., the employee who was disciplined), the fact that this specific negative information is flowing and how it is being broadcast need to be examined. However, this phenomenon is your primary gauge of progress at the moment and how you can track your efforts upstream. So be conscious of it, but don't tamper with it.

4. Stimulus/response
Is there any pattern to this besides "bad news"? Example: decisions that did or did not sync up with-or even request the feedback of-these managers?

What is driving this behavior? Do the managers feel they are not being heard or simply not empowered? This is the root problem that you will ultimately need to address. Although the negative culture, manager behavior and the free flow of information are things to be attentive to, the group dynamics that are present are something to accept. By taking the time to understand this cultural phenomenon better and what is driving it, you will be better prepared to manage it in the best way.

Cultural issues can be challenging, but with a little study and the right stimulus, you may find that you can tame and domesticate this beast rather than trying to fight it.