Connecting with thoughts - My thoughts and Me

I am pretty optimistic that if we really take this thing up seriously we will be able to make substantial gains in the way we do our business..... (initiative 1) It's nothing like we have done before but am sure once we start doing things this way life will never be the same again.... (initiative 2) Now here we go... with these little steps life is going to be easier, things are going to move faster, quicker and for better..... (initiative 3) We have to proclaim our commitment to to quality...it's one thing we can't do without...surprisingly there a benefits to be reaped..which we surely will once we get the ball rolling (initiative 4) There are times when things catch an organization's fancy, things that are supposed to enhance the organization's value and the way it serves it customers. Such initiatives begin with the heart in right place. Help and support of key people is listed to give such initiatives a much needed push and they do take off well. Ho...

Why do we get so bogged down by our perception of others that we fail to see them as real people.  always evaluate them based on the perception fail to see and understand them in context of the situation accept the fact what we are seeing is what we want and not what we need too conveniently hold on to our perceptions thereby creating beliefs out of it we end confusing our perceptions as facts

THE CASE OF THE BONSAI MANAGER - LESSONS FROM NATURE ON GROWING Author - R. Gopalkrishnan “The Case of the Bonsai Manager” happens to be one of the few books that I happened to read because of a strong recommendation from a budding entrepreneur in the process of scaling up his venture. He was empathetically speaking about the central theme of the book and how he could relate it to himself and his employees. He found the book deeply thought provoking and had left him thinking how he could move himself out of what the author called the “Bonsai” trap. That was somewhere towards the mid of 2007 when the book had just been published. The time gap between the recommendation and when I actually happened to read the book was almost of two years. This time around an article in a leading daily recommended the book as one worth reading and owning it too.  I am happy to have done just that. Before I get into why one should be reading the “let me tell you a few things”, ...

CHANAKYA’S SEVEN SECRETS OF LEADERSHIP Chanakya, who lived in India in the 4th Century BC, was a leadership guru par excellence. The treasure of his teachings can be found in his book, The Arthashastra, which deals with good governance based on ideal leadership.   The concept of the ideal nation in The Arthashastra, called Saptanga, holds that there are seven pillars of a kingdom: The Secret Represents Today in an organization Swami The King (The Leader) The Leader Amatya The minister (The King’s advisor and councillors, manager) The manager Janpada The country (the citizens) Marketing / Customers Durg The fort (The housing) Infrastructure Kosha The treasury (Money) Finance Dand The Army (The team) Teamwork Mitra The Ally (The friend) Consultants / Mentors In this path-breaking book, Chanakya’s 7 Secrets of Leadership, author...

So here I am five minutes into the meeting. Looks like its going great guns. The manager is speaking sense (my oh my...all of a sudden this big change in attitude..looks like the weekend outbound training helped). So it's going to be different. Sense and sensibility (this is the real vow factor we need to create for our customers) is back. We are now talking real thing, real problems, real concerns that we really need to address. Just why didn't he say these things before. What stopped him. What stopped......What? What? What?  Holy S***....here we go again..and its not even 10 minutes (that's approximately round about or just extra additional close to five minutes...yup when you are in a meeting like this its bound to happen) since the meeting started and all the sense and sensibility has gone for a toss. To hell with it....show me the numbers...I don't care how.  I don't care how the customer is changing. I don't care what is he demanding I do...