Home

Friday, December 18, 2015

A Sleep Revolution Will Allow Us to Better Solve the World's Problems


So here’s the big idea I think will shape 2016: sleep. That’s right, sleep! How much and how well we sleep in the coming year — and the years to follow — will determine, in no small measure, our ability to address and solve the problems we’re facing as individuals and as a society.

While our need for sleep has been a constant throughout human history, our relationship to sleep has changed throughout the centuries. And right now we’re in the middle of a sleep deprivation crisis, with devastating effects on our health, our job performance, our relationships, and our happiness.

In 1942, only 11 percent of us were getting by on less than six hours of sleep per night. Today, 40 percent of us get less than six hours. Which is probably one of the reasons for the roughly 60 million prescriptions written every year for sleeping pills. And the toll is high — with sleep deprivation costing the U.S. economy an estimated $63 billion each year. The costs don't stop there. In the U.S., drowsy drivers are involved in 328,000 accidents each year, 6,400 of which are fatal.

What we need is nothing short of a sleep revolution. And the good news is, there is evidence all around us that this revolution is actually in its early stages, with the potential to reach new heights in 2016.

In every industry and sector of society — in business, in schools, in medicine, in sports, in the arts — more and more people are recognizing the importance of sleep.

Even in finance, the boiler-room of burnout, change is coming. For example, Goldman Sachs has banned interns from staying in the office overnight. And it’s coming from the top: business leaders including Campbell’s Soup CEO Denise Morrison, Microsoft CEO Satya Nadella, Google Chairman Eric Schmidt, Amazon CEO Jeff Bezos, and Aetna CEO Mark Bertolini have all spoken out about how they prioritize sleep.


Those at the leading edge of the sports world have discovered that sleep is the ultimate performance-enhancing drug, with only positive side effects. Roger Federer says that if he doesn’t get enough sleep, he’s just not right on the court. Even the world’s fastest man, Usain Bolt, knows the value of slowing down. “Sleep is extremely important to me,” he says. “I need to rest and recover in order for the training I do to be absorbed by my body.” And more and more professional teams, in every major sport, are employing sleep experts.

Technology, of course, is a big part of both sides of this story.

From our incessant work demands to being physically tethered to our blue-light emitting, melatonin-suppressing devices, we’re all familiar with how technology can make it harder to sleep. But the answer to the challenges of technology isn’t no technology, it’s better technology. So we’re seeing the emergence of technology that serves us instead the other way around: wearable technology, smart devices, “the internet of things” — technology that, instead of telling us about our world, tells us about ourselves.

Sleep allows us to connect with a deeper part of ourselves. Because when we’re asleep, all the things that define our identity when we’re awake — our jobs, our relationships, our hopes, our emotions — are quieted. And this makes possible one of the least-discussed benefits of sleep — a small miracle really — and that’s the way it allows us, once we return from our night’s journey, to see the world anew with fresh eyes and a reinvigorated spirit — to step out of time and come back to our lives restored.

I’m confident 2016 will be the year when we collectively renew our relationship with sleep — in all its mystery and all its fullness.

Sleep well and enjoy your life !

Edited and Posted from: https://www.linkedin.com/pulse/big-idea-2016-sleep-revolution-allow-us-better-solve-huffington?trk=eml-mktg-inf-m-big_ideas-1217-cta-p1

Thanks & Regards,
S.Grace Paul Regan

Monday, September 15, 2014

Bad/Good/Great Managers.

Just today morning I came across this article and thought to share.

"Bad managers tell employees what to do, good managers explain why they need to do it, but great managers involve people in decision making and improvement."

There might be more to management to that, but I think that's a pretty good start. "Lean management," or the Toyota management style, encourages leaders to live in that "good to great" range (with apologies to Jim Collins).

Bad managers bark orders. They are directive and tell employees what to do, without any explanation or context. I saw that style of management quite often during my first two years at General Motors (read my previous post about that experience) and the workplace was incredibly dysfunctional as a result.

There are top-down, "command and control" managers in every type of workplace, unfortunately. Managers who are controlling and have all the answers want their employees to "check their brains at the door," and often say so quite explicitly — or they spread that message in more subtle ways.

At GM, front-line employees complained that they were "hired for their backs and their arms, not their brains." In hospitals, healthcare professionals (even those with master's degrees) have complained, "They just want us to do what we're told." This is not a recipe for quality, productivity, or good customer service.

A friend of mine lives in a high-rise condo building. One example of "telling" was the general manager telling employees that the doors to the resident gym must now be kept closed at all times. For years, previously, the doors had been left open unless a resident wanted privacy and chose to close them.

My friend asked one of the employees, "Why are the doors closed all of the time now?" The employee replied, "I don't know, [the manager] just told us to."

It's disrespectful to just give directives without letting people understand the reason(s) why. There might have very well been a good reason why the doors were now to be kept closed. Had the manager taken just a few minutes to share a reason why, the employees would feel better about themselves and would more likely keep the doors closed. If employees are following directives out of a fear of being "written up," they aren't in a position to provide great service.

A good condo manager would explain why the doors now need to be closed. And, if there wasn't a good reason why, they wouldn't force the change on a whim.

A great condo manager would involve the employees in coming up with solutions to whatever problem is being solved by keeping the doors closed. The employees, when being posed with the problem, might come up with the idea of "close the doors" or they might come up with something better. Either way, they would feel a greater sense of ownership over the idea since they were involved in its creation.

During my time at GM, the better of the two plant managers I worked for taught us that Lean leaders (in the style of Toyota leaders) will always explain why something must be done, in those rare instances when they have to give a directive. The dynamic changes from "thou shalt wear safety gloves (because I'm the boss and I told you so)" to "you must wear safety gloves (because it's necessary for your safety and we don't want you to get hurt, even though you might think there is little risk)."

Bad managers tell. Good managers explain why.














Great managers go beyond this.

Great managers might engage the employees in figuring out how to reduce the safety risk that makes gloves necessary in the first place. Maybe an employee would suggest that a different, but equally effective, chemical be used. We don't know unless we engage our employees.



In 90% of workplace situations, I'd guess, the manager shouldn't be telling people what to do, even if they are making the effort to explain why. Great managers engage people in designing their work and they continue to engage them in ongoing improvement. As I learned from former Toyota employees and the books of Taiichi Ohno, work procedures "should not be forced down from above but rather set by the production workers themselves."

Related: The VA Scandal: Problems Caused by the System (Targets & Incentives), Not Bad Individuals (LinkedIn)

This mindset and approach requires that leaders set aside their egos and century-old habits. of top-down management. Managers won't have all of the answers. Instead of dictating how things get done (and expecting obedience and compliance), managers need to work together with employees to define how the work is done. Managers need to ask employees what ideas they have for improving the workplace, through the practice of "Kaizen."

Our employees are adults and they deserve our respect. They deserve great leaders who can work together to help everybody succeed and do what's best for their customers (or residents).

Posting From : http://www.entrepreneur.com/article/237470

Thanks & Regards,
S.Grace Paul Regan

Monday, July 14, 2014

Seven Signs You're Wasting Your Talent !


Today I was going through a post in linkedin : Seven Signs You're Wasting Your Talent. I recommend any one working in the IT industry to go through this post when you get some time. You will find it worth. 




Some of the key points which intruded me: 
  1. There is no sense in fear-based management. The Godzilla system in place in most large companies and institutions isn't run on common sense but on a bizarre and self-referential Business Logic instead. 
  2. We would not insult salaried employees with an attendance policy
  3. When you aren't moving forward you are sliding back, because time moves on.
  4. it's reasonable to want some recognition for your contribution!
  5. Living well is the best revenge!
  6. Get yourself into a place where you can find your voice and speak your truth, a little more every day.
  7. No employer is worth damaging your resume for!
Thanks & Regards,
S.Grace Paul Regan

Wednesday, March 12, 2014

How to Create a Positive Work Environment

It does not matter if you are a manager, company owner, or the lead staff member in a specific department, if you are someone that everyone else turns to, or considers an authority figure; it is up to you to ensure that there is a good working environment.


This includes a lot of different issues. For example, some people say that a positive work environment has more to do with the comfort of the working areas, the general atmosphere, and even the color scheme than it does with anything else. Others might laugh at this notion and say that a positive work environment is one in which all members of the staff are clear on their responsibilities and confident in their role. Even more might say that it has to do with trust, expectations, and more.

So, how do you create a positive work environment when there are so many ways to view this issue? It really is not all that complex. There is not a lot of difference between the three definitions above. Though it might seem that there is, the reality is that they all reflect a few simple things

What are they? Essentially, a positive work environment has to do with the comfort of the people who are working in all levels of that environment. It has to do ith the level of success that the work has achieved. And it has to do with a sense of respect throughout all levels of the workplace.



How do you create that? It takes the following:

Trust - For people to feel comfortable, they have to trust one another. That means that each person who works in a specific work environment must demonstrate that they are dependable. Say you are going to do something, and you must follow through on it. If you are a manager, this is key, but you must not be the only one who has to follow through. It must be a clear expectation that everyone has to be dependable to this same level.


Communication - Open and positive communication across the entire work environment is a major key to a positive workplace. Why? When everyone who works in a business or firm feels that they are valued in the same way as anyone else, it is going to create a very successful atmosphere or setting. This begins with strong communication that allows each person to know that they have been heard. Good communication is also going to be fostered through group communication. Regular meetings and times when each employee can discuss projects, concerns, or other issues is going to nurture an open and balanced workplace.


Teambuilding - You cannot force a sense of team spirit to develop between co-workers, but any manager or business owner can most certainly use teambuilding activities and behaviors that ensure all employees feel valued and important. When they do, it creates a very strong workplace. How is it done? You must find ways of showing every single member of the staff that they are providing an important role in the firm. When people feel individually valued by those around them, it allows everyone to strive for a common goal. Rather than fighting for respect or recognition, they already have it and will happily work with co-workers to achieve office or business goals.


It is never easy to achieve all of these things, but when leadership strives for this sort of community spirit and sense of value among all of their staff, it ensures that everyone is working together to meet specific goals. This creates a positive workplace in which people really look forward to coming to work each day.

Sunday, December 22, 2013

What makes difference? Boss and a Leader !

Not all bosses are great leaders and not all leaders are bosses !

Do you know the difference between a boss and a leader? 

Which should you aspire to be?


Everyone has a boss. Even bosses have bosses whether they work for major corporations or small businesses. Owners of such enterprises themselves have the shareholders or customers to answer to in order to keep the business moving and growing.

In today’s fast-paced, competitive and money driven society, the boss has, in many cases, ceased from being a  leader and has strictly become a higher up who spouts orders and expects them to be obeyed without question. Such behavior has resulted in businesses being filled with disgruntled employees who no longer work for the common good of the company, but reluctantly show up to their “job” in order to draw a paycheck or become ravenous dogs fighting it out for the top spots so they can give the orders.However, the underlying attitudes produced by such actions can be quite damaging to a business as bosses become chariot taskmasters cracking whips to drive their employees onward towards the goal. It is much healthier for all involved if companies hire and nurture leaders who are willing to take the lead positions and pull their employees forward by example.


The major difference between bosses and leaders is that bosses create disharmony, reluctance, narrow minded attitude, I don't care if you die or your close ones die complete my task and the die or go to attend close ones death and internal fighting which can make reaching the goal difficult or even your daily job difficult while leaders provide encouragement, pride, guidance, helping hand, understanding your situation before you tell them and cooperation which not only drives the business to reach the goal, makes your every day , but quite often surpasses the goal. In a race between the two chariots, the one being drawn by the leader will ultimately reach the finish line before the one being whipped and prodded by a dictatorial task master. The employees of the leader will also have elevated spirits that are rearing and raring to tackle the next race.


Characteristics of the Boss

Although ‘boss’ is generally defined as a person who is in charge of overseeing workers, its use as an adjective reflects someone who gives orders in a manner that is domineering. This, in a nutshell, is the root characteristic of a boss. Weather you die or survive, you will have to complete the task assigned to you.

The boss tends to only work towards the goals set by their higher ups so that they look good. Because profits have become the ‘golden idle’ of business, bosses tend to exploit those under them by paying them the least amount possible while extracting the most work that they can.

The boss drives his underlings onward through fear and intimidation. They set their authority as the supreme law for those under them who are expected to serve and toil without question. They demand respect simply based on their position and, if questioned, will dole out swift punishments or offer severe threats that send the brow-beaten employees back to their laborious tasks in the rank and file system.

Characteristics of the Leader

A leader also has the authority to manage, but they tend to have a much more positive influence. ‘Leader’ is synonymous with ‘conductor’ and is defined as the principal performer of a group such as the lead horse in the chariot scenario. The leader takes charge by example and those under his influence are encouraged and given direction accordingly.

The leader provides an admirable example for his employees to follow. He inspires his followers to perform and reach towards his level of expertise which, in turn, improves their skills and experience. The team is, therefore, strengthened by the leader’s example as they are provide clear guidance and all are exalted in their abilities.

Employees of the leader are also edified and made to feel an active part of the business whole. This is because the leader encourages his employees to make suggestions, offer ideas, discuss pros and cons, all of which strengthen the fabric of the overall business. A leader may spend the extra time and money on morale-building activities or additional training like error prevention or leadership training because he or she knows it will benefit the company’s employees and enrich them as people.



Comparing Results – Which is best, being the boss or leadership?

When comparing bosses and leaders, the leader garners real respect through his example while the boss demands respect through his position of authority only. The well-being of employees is also guarded and attended by the leader whereas the boss’s only concern is the level of productivity and meeting goals. The ‘we’ and ‘let’s go’ expressions of the leader builds pride, confidence and a sense of belonging with his followers, but the ‘I’ and ‘you go’ attitude of the boss breeds isolation and inferiority.

When it comes down to bottom-line results between a boss and a leader, the leader inspires much greater productivity and success which are often thwarted by the driving, authoritarian nature of the boss. 
Employees being led forward are much happier, more productive and more creative than those driven forward by demand.

In order for a business to thrive and flourish, it requires the full cooperation, effort and positive energy of its employees. For that atmosphere to exist, employees need those that assume the lead position, guide by example and inspire them to pull together towards the common goal of success.

Edited and Posted from different web sources. 

Thanks & Regards,
S.Grace Paul Regan

Monday, October 28, 2013

Harassing by monitoring silly things ?


Very recently one of my friend was telling his employer sent a mail to every one stating that you are “Ordered” to register your entry and exit every time you leave your seat, I don’t know what was behind this attitude but whatever it may be I think it’s silly and stupid.  
Employees will feel they are being cornered and treated with narrow minded autocratic attitude and will lose the commitment and josh to work for an employer in volunteer.

This shows how cheap your employer is on his attitude and it is better not to work for these kind of sick people but still sometimes you are struck with personnel commitments and other issues and you need to bear with these silly rules.

Why does the employer think this way? What makes them to go with these sick rules?

There are times when your manager passed by your seat couple of times where unfortunately you went to pee or shit, but he/she might have thought that you are not in your seat most of the time rather than thinking if my job is getting completed on time or not.

I believe an employer has no right to intrude into any ones personnel space, an employee may have 101 reasons to leave his seat for what so ever reasons he may have, asking him to punch every time will irritate him for sure (He may have loose motion where he goes to shit more than 4 times in a day or he is diabetic he has to pee as many times he feels to or he has gastric problem where he has to leave his seat and go out to open area to frat freely) asking him to record all these will make him feel sick about his job and employer.

So What Employers Can do if they find their employees are not in their seat?

Don’t worry whether they are in their seat or not,   It’s very simple for sensible employers to understand and handle their guys, Give them the work what they are supposed to do and tell them when you need (Minding the quantity of job you assign them) and go mind your business and if you do not have one as you have assigned all your task, just enjoy your day feel the happiness and peace around you. When the task assigned reaches the due time ask your guys what happened and if they fail to deliver , tell them it’s not acceptable as you know that job can be completed within the prescribed time and warn them not to be late from next time.

 Most of the experienced employees will understand and will perform accordingly; they will feel the same way how you feel when you are questioned sarcastically by your boss/client.  Never try to micro-manage an employee by standing right behind his ass to restrict his every access, you cannot make any one work on force and if you think so, you have lost your mind.

If you do not have any task at present that can be assigned to your employee feel free to let them free and do not bother them with petty things just for the reason to give them some work. Try to earn mutual respect and commitment from an employee which will turn him to be more productive when situation arises.
Do not be a controlling employer; try to be a consulting employer to reap “The best consultants”!
Still if you think you will have to micro-manage your employees, I think you have a problem with your attitude.

Thanks & Regards,

S.Grace Paul Regan

Monday, October 14, 2013

For some it's tough to let an employee go, even when the signs are obvious. If you see these behaviors, prepare to make a personnel move. 
firing.jpg
Everyone has done it – held on to an employee too long. For whatever reason (the person is family, a friend, or you just fear the whole process), you just can't seem to muster up the courage to get rid of that one particular employee. For some managers/owners, it's a simple process. For others, the prospect of releasing an employee is a gut-wrenching experience they'd rather avoid. It doesn't have to be. Not when you have telltale signs it's time to let that employee go. Sometimes, he or she is practically asking for it.
Use these as tips for how and when you should release an employee.

1. Apathy

The biggest problem with apathy is that it not only prevents people from doing their jobs, it's quite contagious. Should you wind up with an outbreak of apathy, recovery can be quite a chore. If an apathetic employee is one who previously displayed no such behavior, it would be to your benefit to get a feel for what's going on. If the employee is undergoing a personal issue, make sure he understands that, although you respect his personal life, he needs to keep the apathy in check. If the employee indicates no issues are going on, then it's very likely his apathy is aimed specifically at work.

2. Disappearing acts

If disappearing acts are preceded by the employee dressing up (beyond the norm) or other changes in behavior, it could mean he's already scouting out new employment. If not, he could simply be skirting his duties. Either way, ducking out beyond regularly scheduled breaks is a sure sign you have an employee who feels he's above and beyond the job. Not only do you risk other employees assuming unscheduled disappearing acts are allowed, those who do follow the rules will become resentful.

3. Arguments

Argumentative employees usually take two forms: those employees who feel strongly about their positions and those who have grown weary of their environment and wish to argue for the simple act of releasing aggression. If the former, congratulations, you have a passionate employee! If the latter, you have someone on your team who has reached the point where a blowup is imminent. When the latter begins frequently arguing with you, other management, fellow employees, or clients, it's a very good sign that it's time for that employee to go. If you're kindhearted, you could (and probably should) bring the employee in for a conference to see if any issues can be resolved. Otherwise, it's "Hit the road."

4. Productivity decline

Production loss can come for many reasons. Sometimes staff can become overloaded with work or be placed on a project they have no business on because they lack the skill set. Other times, a drop in production can come for no apparent reason. It's when this type of slowdown occurs that attention must be paid to the culprit. If the employee in question seems to be spending more time with his eyes in places other than their work, it's time to bring that employee in for a chat. When that happens, the employee will either deny your claims or make excuses for his (in)action.

5. Secrecy

Huddled employees who scatter when you appear are a problem. When you start hearing whispered tales around the office, that could mean dissension is spreading like wildfire. In some cases, those tales can be traced back to one particular member of the team. It's always best to get to the heart of the matter before that discontent (or false information) is spread among the masses.

6. Disaffection

Cleaning house is a bad sign. When you an employee slowly removing her personal effects from her  desk, you should take that as a sure bet the employee is starting to disassociate herself from her job and the company. The end game in this scenario is a slow severing of the ties that bind. During that process bad blood can be spilled. If you find this employee already dangling on an unsteady precipice, it's time she was cut loose.

7. Pot-stirring

This one of the most damaging behaviors you'll find in the office. When you see signs of this behavior, the first thing you must do is find out who is holding the spoon. The one fomenting trouble, whether it's by spreading rumors or setting employees against one another, is doing so for a reason (either legitimate or not). That staff member must be dealt with quickly or you'll never calm the sauce of your department/company.

8. Unreasonable demands

When an employee becomes dissatisfied with either her jobs or her work environments, she'll start asking for things that aren't realistic. She is practically begging for you to let them go. If you find this to be the case, oblige her. Do take one thing under consideration – if more than one employee seems to be making unreasonable demands, it is upon you to figure out if there is one employee driving this coup or if you have actually created an environment that breeds such behavior. Take responsibility and try to view the situation objectively; you might discover something that can be easily remedied.

9. Redundancy

If you're lucky, you can afford to keep someone around for the times when his or her skills are a necessity, even if that need ebbs and flows. When business is in high demand, those redundancies can keep you afloat, but when business is slow, you're spending more than you need. The most important thing is to try and strike a balance. But economics might lead to the hard decision to cull the herd a bit, and rely on a contractor if and when the situation requires it.

10. Internal affairs

I'm not talking about run-of-the-mill office politics. I'm talking about emotional and sexual affairs. It's tough to devise a policy that prevents dating among employees, but it's smart. As much as we don't want to admit this, inter-office romance can be a breeding ground for big trouble. When this happens, you'll find yourself cleaning up messes you don't want to be involved in. Try to avoid this altogether by creating a strong policy concerning relationships in the workplace. If someone breaks that policy – they have to go.
The hiring and firing of employees is a tough business. This is especially true when you're trying to create an environment of trust and ease. In the end, there will always be hard decisions to make.
Post from TechRepublic. 
Thanks & Regards,
S.Grace Paul Regan 

Thursday, October 10, 2013

How to deal with the brilliant, but problematic employee?

Do you have that one brilliant, irreplaceable employee who brings so much to the table but who seems to have been raised as a goliath? Here's why you need to do something. 
These people are geniuses at what they do and slight imperfections, like the ability to communicate in a humane way, are a small sacrifice. Well, maybe.
Yes, I would prefer my dad's surgeon be more brilliant with the knife than conversation.  But there's something to be said for tact and for being able to convey the information you have that many others don't.
As a employee, I don't expect those who possess some singular talent that drives business in a big way to be perfect crafted human. In other words, I don't need them to be winning friends all over the godforsaken place. But I don't think it's too much to ask these people to not make their coworkers dive under their desks in order not to have contact with them.
Geniuses like to play the Steve Jobs card to defend their countenances. Well, you know what? Mr. Jobs was indeed a genius, but if he'd reported to me, I'd have lauded his ideas but asked him to watch how he conveyed them.

Team

When management doesn't consider the brilliant employee for his or her negative attitudes or interaction with other team members, what do you think it says? It says that that person isn't held to the same principles of human ethics; that no one else on the team is as important as he is. Productivity increases as well, if your other employees would drink phenol than have an encounter with the resident genius.
The Harvard Business Review after studying the effect on Goliath behavior in the office and, based on responses from thousands of managers and employees, found that those with anti-social co-workers exhibit:
  • a decrease in effort (48%)
  • less time spent in the office (47%), and
  • lower quality of work (38%)

Steps 

It's not always easy to face the cold, confident eyes of the office Genius & so called goliath in a one-on-one consult. That criticism will be with anger or, worse. And you might be right. But sometimes the person is absolutely unaware of how he or she comes across, is shocked by the truth, and wants to change. If not, you can and should impose some kind of checks and balances on him or her. No one is irreplaceable. Weigh the loss of your genius against the stats listed above, at times you may have to take these decisions if you are lucky enough in a position to do that, unfortunately if that was to be your manager (Enjoy!)
You may also want to consider offering bits of advise throughout the year rather than in one sit-down.
Another complication--some anti-social behavior comes about because of a need for control, an aggressive nature, and a host of other psychological aspects that are not in my understanding and/or dealing with. (Unless you're reading this and you're a licensed psychologist. In that case, I apologize) In that case, you can refer employees to HR or an EAP if your company has one.
Either way, don't sweep the issue under the table. It's unfair to your other employees. And just think of what heights your genius can climb to if his or her coworkers did not contribute. 
I personally face this kind of behavior from my Manager and unfortunately we have a same sort of management too, to whom you cannot complain. 
Some of the contents posted here were from the original content that I read from the Tech-republic site. 
Thanks & Regards,
S.Grace Paul Regan


Monday, June 3, 2013


The Psychology of Motivation !

Three factors that can transform work into play.Roughly speaking there are only two reasons you do anything in life:
  1. Because you want to.
  2. Because someone else wants you to.
The first category of internally motivated activities might include things like eating, socializing, hobbies and going on holiday. The second category of externally motivated activities might include working a job, studying, or loading the dishwasher.The reason I say 'roughly speaking' and 'might include' is because the two types of motivation can be difficult to disentangle. Yes, you enjoy your work, but would you do it for less money or for free? Maybe, maybe not. Yes, my wife wants me to load the dishwasher, but maybe I'd do it anyway. Or maybe not.

Turning work into play

And one type of motivation can slowly morph into another over time. For example, things originally we did for their own sake can become a chore once we are paid for them. More hearteningly, sometimes things we once did just for the money can become intrinsically motivated.This latter, magical transformation is most fascinating and probably happens because the activity satisfies one or all of three basic human needs. As the eminent motivation researchers, Richard M. Ryan and Edward L. Deci, say, it's these three factors that are at the core of intrinsic motivation,

Competence. We want to be good at something. Things that are too easy, though, don't give us a sense of competence; it has to be just hard enough.

Autonomy. We want to be free and dislike being controlled. When people have some freedom—even within certain non-negotiable boundaries—they are more likely to thrive.

Relatedness. As social animals we want to feel connected to other people.

Look for these in any activity if you want to harness the power of self-guiding, internal motivation.Contents from the web.
Thanks & Regards,S.Grace Paul Regan

Sunday, December 2, 2012

UN-FAIR “IT COMPANIES” IN MIDDLE EAST

I have worked with several multinational companies round the globe, in which I have found Middle East IT Companies doesn’t play a fair game always. Some of the key factors that makes employee life miserable

1.       Employers or HR Department bend the law and use, as they wish against the employees whenever they require.

2.       Most of the IT company behave like an “Man Power Controlling Company not consulting company”

3.       Most of the Positions starting from “Project Manager and above” are always occupied by “Theoretical (Arrogant-Egoistic-Idiotic) People”.

4.        You can find very little people who have practical field knowledge, who can understand “People Management” can never be learnt from any kind of “Books or Degree”. Most of the management Hitler thinks “learning some Project Management courses will give them the controlling knowledge to become a successful Project Manager.

5.       Most of the IT consulting companies operating in Middle East do not understand what “Over Time” is.

6.        Again they have never heard about “Personnel Time” (Only when it comes to employees)

7.       Most of the management people don’t think employees are “HUMANS” they see & treat them  as DOGS and PIGS most of the time but with the prefix “HABIBI

8.       Most of the times I see employees working overtime “NO SORRY” – “EXTRA TIME WITH NIL BENEFIT” and being screwed for in-capable project management of their employer, the sad part is even they don’t realize they are treated badly because of what their in-capable management did.


YET WHY DO THEY PROSPER?

Yet still these companies prosper only because of “Closed Market” for international companies. It’s a golden rule through middle east where foreign companies are not allowed to establish their direct roots, only by having a tie up with an local company they can do business in Middle East. This is a good rule obviously to lead the country in the path of development, until the local companies understand they survive and multiply profits because of such generous rules of the government it’s “NOT AT ALL BECAUSE OF THEIR INDEPENDENT PERFORMANCE OF THEIR COMPANY” or “MANAGEMENT CAPABLITY” its common to see these management people praising them self that they were listed as the “TOP COMPANY by so and so survey taken in “MIDDLE EAST”  because of their performance or their companies arrogant rules they have achieved so much.

The bitter truth is, no exprieanced employee will like to work for an Middle East attitued company when they have option.

HERE COMES THE FACT:

Most of the time the Pay in Middle East is good when compared to only “Asia Pacific” market. Hence you can find many Asians coming to take up IT job’s in Middle East (especially Indians). Once you come here and move your family here on your own Risk. People fall in to commitment, this is the trap or called as “FQS – Family Quick Sand” once you get in, getting out is not as simple.  This is one of the key factors which drive the “Arrogant – Don’t Care Attitude towards employees”, the employers they do whatever they want against the employees and still find their employees working for them. They think they do their job in an excellent manner.

Here starts the “Root Cause” for the issue. Most of the management people think it’s only because of their “Arrogant-In-human “behavior their employees are performing well and they never know what’s the real reason behind employees dedicated work. “It’s the family commitments”” that’s prior to most of the Indians that they sacrifice anything in their life including their “SELF-RESPECT”.

The Real Truth is “just to manage and lead a decent life in India, built a house in India, Buy a Car in India, To meet any of the Dad, Mum, Brother, and Sister commitment they digest and subside and lose their self-respect, Ego, Desires and lot more things.

WHY DON’T YOU MOVE THEN?

This is a mysterious question which has some logical reasons

1.       Commitment towards family  (Too many attached strings)

2.       Getting used to on the go (Chopped Off)

3.       Not much better options within the area to switch over

4.       Government Rules are not favorable

These are some of the reasons why they don’t move to another job within the county or outside the country.  What I personally thought! When I was cornered with all the discussed factors was “I did not see one good company what was better than my present employer” to think about a jump. So I decided to be treated bad with few set of people whom I know how to tackle rather than to moving to a different company and starting everything from the scratch.

WHAT COMPANIES HAVE TO LEARN?

This is a golden time for you’re to compete and earn within your market as there are less competitors but more jobs to do. By the way you have an easy atmosphere to survive, at least try! to create the same for your employees, do be so dumb.  

Try to create management leaders form the pool of experienced people you have rather than to hire an arrogant idiotic educated in-human.

Educate your experienced employees and improve their standard in which your returns will be multiplied for sure.

At least once in a month go through different employees of different department to know what they feel about the company and management.

You cannot feed “SHIT” and expect your company grow, if you feed shit as management rules and policy you should expect worse than “Rotten Shit” as the result, not multiplied profits.

First of all, you should come to an attitude to know what you feed on.

Make sure any management policy that has something related to employees has got the approval from employees,  if there will be concerns on policy even from an employee try to address and understand the concern and make necessary changes to the policy if required without any ego.

UNDERSTAND THE BASICS

There can be no consulting company without “responsible and happy employees”. “What is the use of the Management Staff or HR Department” if there will be no employees to work with your company.  

Any IT consulting company that understands to treat their customer as “KINGS” and “EMPLOYEES” as “QUEEN’S” will prosper to great heights un-doubted, there are too many examples for this attitude. One who fails - will fail to proper by all means, if not now, for sure in the near future, by that time everything would have gone out of hands.  

Understand the fact that “It’s your employees who is going to have intimate relationship with your “KING” it’s not your Management Staff or HR Department” , So I believe now you should have a clear understanding over my reference as (KING & QUEEN) and the simple fact that “ Happy Queen will result in Happy King will result with (Good Brokerage) !

Try to treat your employees better, educate your management staff and HR department of the importance of employee happiness is the at most required essence for an “IT consulting” company.

Please understand the basics!

Thanks & Regards,
S.Grace Paul Regan

Wednesday, October 10, 2012

The three most damaging management behaviors that you probably don't know you're doing

If you want to pursue the management track, please know that leadership is a skill in its own right. You may be a great tech, but that doesn’t mean you’ll be a great manager.

Don't show that you are too busy always because there is nothing called as busy its all priority !

In that vein, here are some behaviors that I see most often in poor leaders:

#1 You don’t seek feedback, or if you do, it’s for the wrong reason.

I think everyone has had the experience of being asked for feedback, sometimes even in a formal program, and then have all that feedback subsequently ignored. Some managers like to say they welcome feedback just so they can look like the kind of person who, well, welcomes feedback. But, in reality, they have no intention of ever using it.


Don’t do that. Don’t ask for feedback unless you’re prepared to actually implement some of it. It’s a different story if all the feedback you receive sucks out loud and you can’t use it, but at least go in with the best intentions. There’s nothing worse for employee morale than to make them feel like they’re being condescended to.


#2 You never exhibit vulnerability.

You may be that person who knows everything about everything. If so, you should make plans to donate yourself to science, because that’s one heck of a claim.

Maybe you’re not perfect, but maybe you think you need to project that image to gain and retain the respect of your direct reports. Well, that’s just dumb, and here’s why: Your staff knows that you’re not supernatural, which is what you’d have to be to have all the answers all the time. By pretending like you do, you are only portraying yourself as someone who thinks he/she knows everything — in other words, a phony and/or an obnoxiously insecure person.


Also, acting like you know it all is bound to make your staff feel insecure. If you can’t admit to not knowing something, then they know that there will be quite a few times when you’re basically taking them down blind avenues.
 
Just remember: You hired your staff members for their expertise. Take advantage of that.


#3 You’re unavailable.

I had a boss once who boasted about his open door policy at every opportunity. The only problem was, the door might have been open but he was never in his office. That’s like saying someone can have the keys to your car any time but then hiding the car.


It is true that with a management role, there is a lot of liaising to do with upper management. You should never let that take over your availability for your team. I’m fairly sure upper management doesn’t need every second of your time.


If you’re chronically unavailable then it will be translated by your team that you just don’t care. And why should they care if you don’t


Some managers get so involved in the day-to-day that they don’t even realize they’re committing one or more of these leadership sins. Make sure you’re not one of them.

I very often find these kind of PM's in my company, no one could educate them unless they realise

Content from : Tech Republic.

Thanks & Regards,
S.Grace Paul Regan


Tuesday, May 1, 2012

Stop Working More Than 40 Hours a Week


You may think you're getting more accomplished by working longer hours. You're probably wrong.

There's been a flurry of recent coverage praising Sheryl Sandberg, the chief operating officer of Facebook, for leaving the office every day at 5:30 p.m. to be with her kids. Apparently she's been doing this for years, but only recently "came out of the closet," as it were.
What's insane is that Sandberg felt the need to hide the fact, since there's a century of research establishing the undeniable fact that working more than 40 hours per week actually decreases productivity.
In the early 1900s, Ford Motor ran dozens of tests to discover the optimum work hours for worker productivity. They discovered that the "sweet spot" is 40 hours a week–and that, while adding another 20 hours provides a minor increase in productivity, that increase only lasts for three to four weeks, and then turns negative.
Anyone who's spent time in a corporate environment knows that what was true of factory workers a hundred years ago is true of office workers today. People who put in a solid 40 hours a week get more done than those who regularly work 60 or more hours.
The workaholics (and their profoundly misguided management) may think they're accomplishing more than the less fanatical worker, but in every case that I've personally observed, the long hours result in work that must be scrapped or redone.

Accounting for Burnout

What's more, people who consistently work long work weeks get burned out and inevitably start having personal problems that get in the way of getting things done.
I remember a guy in one company I worked for who used the number of divorces in his group as a measure of its productivity. Believe it or not, his top management reportedly considered this a valid metric. What's ironic (but not surprising) is that the group itself accomplished next to nothing.
In fact, now that I think about it, that's probably why he had to trot out such an absurd (and, let's face it, evil) metric.
Proponents of long work weeks often point to the even longer average work weeks in countries like Thailand, Korea, and Pakistan–with the implication that the longer work weeks are creating a competitive advantage.

Europe's Ban on 50-Hour Weeks

However, the facts don't bear this out. In six of the top 10 most competitive countries in the world (Sweden, Finland, Germany, Netherlands, Denmark, and the United Kingdom), it's illegal to demand more than a 48-hour work week. You simply don't see the 50-, 60-, and 70-hour work weeks that have become de rigeur in some parts of the U.S. business world.
If U.S. managers were smart, they'd end this "if you don't come in on Saturday, don't bother coming to work on Sunday" idiocy. If you want employees (salaried or hourly) to get the most done–in the shortest amount of time and on a consistent basis–40 hours a week is just about right.
In other words, nobody should be apologizing for leaving at work at a reasonable hour like 5:30 p.m. In fact, people should be apologizing if they're working too long each week–because it's probably making the team less effective overall.

Content from: Linkedin
Thanks & Regards,
S.Grace Paul Regan

Tuesday, April 24, 2012

Is Your Boss a Control Freak?

Is your boss a micromanager?

These are managers who want to be involved in every step of each assignment they give to their employees. They ask for more frequent reports than are needed, and generally want to exercise as much control as possible over what their subordinates do. With few exceptions, micromanagement is terrible for the employees as well as the organization. By controlling everything that an employee does, these managers sap away the confidence of younger employees, who may end up feeling that nothing they can do is right. Older employees may get frustrated if they find their style of working and ideas are not welcome. While it’s important to guide your team, you should be wary of micromanagement. “Creativity and discretionary contribution…goes out the window,” says Anuraag Maini, head of human resources and training at Delhi-based DLF Pramerica Life Insurance Co. Ultimately, the output of the team suffers. Here are a few tips from human resources experts on how employees can deal with their micromanagers, and a few words of advice for micromanagers.
If you are being micromanaged: This is a frustrating place to be in, as micromanagers can stymie your growth. Address the reasons why your boss is micromanaging. Typically, it’s because the manager is insecure or anxious about whether you can do the job right. Of course, he may just be a control freak. To deal with this, you need to build confidence in your abilities. One approach is to initially give the manager what he or she wants – the control – but on your terms. “Offer to be micromanaged and then negotiate from a position (where you can) minimize that,” says Manish Sinha, director of human resources at Becton Dickinson India Pvt., a medical technology company in Gurgaon. For instance, when the manager assigns you a project, ask for a specific deadline and initiate a discussion about how the project will be monitored. Offer to update the manager at specific intervals, say once a week, or when specific milestones are reached. Give the manager an outline of how you will proceed on the project. Let the manger know that you will come to him or her in case you hit any roadblocks or major problem.

All this will let the manager feel that he or she is very much in control, and thus hopefully get the manager off your back on a day-to-day basis. Hopefully, over time, as you deliver good results on project after project, the manager will trust your ability to do a good job. “Once you build that confidence, then I think the micromanagement will come down,” says Mrityunjay Srivastava, head of management development group at Wipro Ltd. Some experts suggest a different approach: Have a frank discussion with the manager explaining that his or her day-to-day interference is hurting your ability to deliver performance.

This can be tricky, and may not work if your manager is not open to feedback or has a big ego. If you decide to try this approach, instead of being angry or aggressive, give the manager a solution. For instance, tell the manager that you need a certain period of time to complete a project, and if the result is not up to the manager’s standards, then you are willing to be reviewed more frequently. Also, prove to your manager that his or her growth is dependent on how well you do your job. If you are a micromanager: In general, you are hurting your team’s growth and ultimately your own career prospects. To be sure, there are some cases where micromanagement may be warranted. If it’s a high-impact project or an ambiguous situation like crisis-management where the situation changes often, then perhaps you need to be more hands on. Or, if you are dealing with very young or inexperienced employees, they may need a lot of handholding. Other than that, micromanaging can be suffocating for the employee. “Suffocation leads to an employee feeling that I’m not trusted or that the manager doesn’t see my capability or my manager is very insecure,” says Mr. Maini of DLF Pramerica. This affects team morale, output and innovation dries up. That’s a sure way to disaster. In addition, once you’ve built a reputation in the company of being a micromanager, smart employees will not want to work with you. As soon as you realize that you have been micromanaging, stop. Step back and assess whether everyone in your team needs to be micromanaged.

The answer is that they most likely don’t. If there are employees in whom you don’t have total confidence, start by setting up more frequent progress-review sessions with them for their first few assignments. Maybe team up the inexperienced employee with one that you trust. With more experienced employees who have done a good job in the past, it’s a good idea to let them know that you plan to be more hands-off. Ask them what resources and help they need from you. Set up a review mechanism, but at “a frequency which the employee is very comfortable with,” says Mr. Maini of DLF Pramerica. The review should be of the result or progress, not of each and every thing the employee did to get the results. Old habits die hard, so watch out for your tendency to check in every so often. If needed, stick a large piece of paper on your notice board as a reminder on this. Readers, share your stories and tips of how to deal with a micromanager in the Comments section.

Content From:blogs.wsj.com
Thanks & Regards,
S.Grace Paul Regan

Good Qualities of Remarkable Boss !

Remarkable bosses aren’t great on paper. Great bosses are remarkable based on their actions.

Results are everything—but not the results you might think.

Consistently do these five things and everything else follows. You and your business benefit greatly.

More importantly, so do your employees.

1. Develop every employee. Sure, you can put your primary focus on reaching targets, achieving results, and accomplishing concrete goals—but do that and you put your leadership cart before your achievement horse.

Without great employees, no amount of focus on goals and targets will ever pay off. Employees can only achieve what they are capable of achieving, so it’s your job to help all your employees be more capable so they—and your business—can achieve more.

It's your job to provide the training, mentoring, and opportunities your employees need and deserve. When you do, you transform the relatively boring process of reviewing results and tracking performance into something a lot more meaningful for your employees: Progress, improvement, and personal achievement.

So don’t worry about reaching performance goals. Spend the bulk of your time developing the skills of your employees and achieving goals will be a natural outcome.

Plus it’s a lot more fun.

2. Deal with problems immediately. Nothing kills team morale more quickly than problems that don't get addressed. Interpersonal squabbles, performance issues, feuds between departments... all negatively impact employee motivation and enthusiasm.

And they're distracting, because small problems never go away. Small problems always fester and grow into bigger problems. Plus, when you ignore a problem your employees immediately lose respect for you, and without respect, you can't lead.

Never hope a problem will magically go away, or that someone else will deal with it. Deal with every issue head-on, no matter how small.

3. Rescue your worst employee. Almost every business has at least one employee who has fallen out of grace: Publicly failed to complete a task, lost his cool in a meeting, or just can’t seem to keep up. Over time that employee comes to be seen by his peers—and by you—as a weak link.

While that employee may desperately want to “rehabilitate” himself, it's almost impossible. The weight of team disapproval is too heavy for one person to move.

But it’s not too heavy for you.

Before you remove your weak link from the chain, put your full effort into trying to rescue that person instead. Say, "John, I know you've been struggling but I also know you're trying. Let's find ways together that can get you where you need to be." Express confidence. Be reassuring. Most of all, tell him you'll be there every step of the way.

Don't relax your standards. Just step up the mentoring and coaching you provide.

If that seems like too much work for too little potential outcome, think of it this way. Your remarkable employees don’t need a lot of your time; they’re remarkable because they already have these qualities. If you’re lucky, you can get a few percentage points of extra performance from them. But a struggling employee has tons of upside; rescue him and you make a tremendous difference.

Granted, sometimes it won't work out. When it doesn't, don't worry about it. The effort is its own reward.

And occasionally an employee will succeed—and you will have made a tremendous difference in a person's professional and personal life.

Can’t beat that.

4. Serve others, not yourself. You can get away with being selfish or self-serving once or twice... but that's it.

Never say or do anything that in any way puts you in the spotlight, however briefly. Never congratulate employees and digress for a few moments to discuss what you did.

If it should go without saying, don't say it. Your glory should always be reflected, never direct.

When employees excel, you and your business excel. When your team succeeds, you and your business succeed. When you rescue a struggling employee and they become remarkable, remember they should be congratulated, not you.

You were just doing your job the way a remarkable boss should.

When you consistently act as if you are less important than your employees—and when you never ask employees to do something you don’t do—everyone knows how important you really are.

5. Always remember where you came from. See an autograph seeker blown off by a famous athlete and you might think, “If I was in a similar position I would never do that.”

Oops. Actually, you do. To some of your employees, especially new employees, you are at least slightly famous. You’re in charge. You’re the boss.

That's why an employee who wants to talk about something that seems inconsequential may just want to spend a few moments with you.

When that happens, you have a choice. You can blow the employee off... or you can see the moment for its true importance: A chance to inspire, reassure, motivate, and even give someone hope for greater things in their life. The higher you rise the greater the impact you can make—and the greater your responsibility to make that impact.

In the eyes of his or her employees, a remarkable boss is a star.

Remember where you came from, and be gracious with your stardom.

Post Shared from : Linked-in
Thanks & Regards,
S.Grace Paul Regan

Extraordinary Bosses

The best managers have a fundamentally different understanding of workplace, company, and team dynamics. what they get right ? "Best of the Best" bosses tend to share some common principles.
1. Business is an ecosystem, not a battlefield. Average bosses see business as a conflict between companies, departments and groups. They build huge armies of "troops" to order about, demonize competitors as "enemies," and treat customers as "territory" to be conquered. Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers ... and even competitors.

2. A company is a community, not a machine. Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by "pulling levers" and "steering the ship." Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community–and company–at large.

3. Management is service, not control. Average bosses want employees to do exactly what they're told. They're hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the "wait and see what the boss says" mentality. Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies.

4. My employees are my peers, not my children. Average bosses see employees as inferior, immature beings who simply can't be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds. Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.

5. Motivation comes from vision, not from fear. Average bosses see fear--of getting fired, of ridicule, of loss of privilege--as a crucial way to motivate people. As a result, employees and managers alike become paralyzed and unable to make risky decisions. Extraordinary bosses inspire people to see a better future and how they'll be a part of it. As a result, employees work harder because they believe in the organization's goals, truly enjoy what they're doing and (of course) know they'll share in the rewards.

6. Change equals growth, not pain. Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change ... until it's too late. Extraordinary bosses see change as an inevitable part of life. While they don't value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.

7. Technology offers empowerment, not automation. Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees. Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.

8. Work should be fun, not mere toil. Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly. Extraordinary bosses see work as something that should be inherently enjoyable–and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.

Content From : Inc.com
Thanks & Regards,
S.Grace Paul Regan