How to Treat Others – 5 Lessons from Unknown Authors

How to Treat Others – 5 Important Lessons

1. First Important Lesson – “Know The Cleaning Lady”

During my second month of college, our professor gave us a pop quiz. I was a conscientious student and had breezed through the questions, until I read the last one: “What is the first name of the woman who cleans the school?”

Surely this was some kind of joke. I had seen the cleaning woman several times. She was tall, dark-haired and in her 50s, but how would I know her name? I handed in my paper, leaving the last question blank. Just before class ended, one student asked if the last question would count toward our quiz grade.

“Absolutely,” said the professor. “In your careers, you will meet many people. All are significant. They deserve your attention and care, even if all you do is smile and say “hello.”

I’ve never forgotten that lesson. I also learned her name was Dorothy.

2. Second Important Lesson – “Pickup In The Rain”

One night, at 11:30 p.m., an older African American woman was standing on the side of an Alabama highway trying to endure a lashing rainstorm. Her car had broken down and she desperately needed a ride. Soaking wet, she decided to flag down the next car.

A young white man stopped to help her, generally unheard of in those conflict-filled 1960s. The man took her to safety, helped her get assistance and put her into a taxicab.

She seemed to be in a big hurry, but wrote down his address and thanked him. Seven days went by and a knock came on the man’s door. To his surprise, a giant console color TV was delivered to his home.

A special note was attached. It read: “Thank you so much for assisting me on the highway the other night. The rain drenched not only my clothes, but also my spirits. Then you came along. Because of you, I was able to make it to my dying husband’s bedside just before he passed away. God bless you for helping me and unselfishly serving others.”

Sincerely, Mrs. Nat King Cole.

3. Third Important Lesson – “Remember Those Who Serve”

In the days when an ice cream sundae cost much less, a 10 year-old boy entered a hotel coffee shop and sat at a table. A waitress put a glass of water in front of him. “How much is an ice cream sundae?” he asked. “50¢,” replied the waitress.

The little boy pulled his hand out of his pocket and studied the coins in it.

“Well, how much is a plain dish of ice cream?” he inquired. By now more people were waiting for a table and the waitress was growing impatient. “35¢!” she brusquely replied.

The little boy again counted his coins. “I’ll have the plain ice cream,” he said. The waitress brought the ice cream, put the bill on the table and walked away. The boy finished the ice cream, paid the cashier and left.

When the waitress came back, she began to cry as she wiped down the table. There, placed neatly beside the empty dish, were two nickels and five pennies. You see, he couldn’t have the sundae, because he had to have enough left to leave her a tip.

4. Fourth Important Lesson – “The Obstacles In Our Path”

In ancient times, a King had a boulder placed on a roadway. Then he hid himself and watched to see if anyone would remove the huge rock. Some of the king’s wealthiest merchants and courtiers came by and simply walked around it. Many loudly blamed the King for not keeping the roads clear, but none did anything about getting the stone out of the way.

Then a peasant came along carrying a load of vegetables. Upon approaching the boulder, the peasant laid down his burden and tried to move the stone to the side of the road. After much pushing and straining, he finally succeeded. After the peasant picked up his load of vegetables, he noticed a purse lying in the road where the boulder had been. The purse contained many gold coins and a note from the King indicating that the gold was for the person who removed the boulder from the roadway. The peasant learned what many of us never understand – “Every obstacle presents an opportunity to improve our condition.”

5. Fifth Important Lesson – “Giving When It Counts”

Many years ago, when I worked as a volunteer at a hospital, I got to know a little girl named Liz who was suffering from a rare and serious disease. Her only chance of recovery appeared to be a blood transfusion from her 5-year-old brother, who had miraculously survived the same disease and had developed the antibodies needed to combat the illness. The doctor explained the situation to her little brother, and asked the little boy if he would be willing to give his blood to his sister. I saw him hesitate for only a moment before taking a deep breath and saying, “Yes, I’ll do it if it will save her.”

As the transfusion progressed, he lay in bed next to his sister and smiled, as we all did, seeing the color returning to her cheeks. Then his face grew pale and his smile faded. He looked up at the doctor and asked with a trembling voice, “Will I start to die right away?”.

Being young, the little boy had misunderstood the doctor; he thought he was going to have to give his sister all of his blood in order to save her.

Regards,

Pinal Mehta

CORPORATE LESSON

A crow was sitting on a tree, doing nothing all day

A small rabbit saw the crow, and asked him, “Can I also sit like you and do nothing all day long?”

The crow answered: “Sure, why not.”

So, the rabbit sat on the ground below the  crow, and rested.

All of a sudden, a fox appeared….

Jumped on the rabbit… and ate it.

Moral of the story is….

To be sitting and doing nothing

you must be sitting very, very high up.

Donkey For Sale : A Mulla Nasruddin Story

Mulla Nasrudin had a good-for-nothing donkey. The donkey was wild, unruly, lazy, and obstinate and would not obey Mulla Nasrudin and all efforts to train the donkey failed. Soon the donkey became such a nuisance that Nasrudin and his wife were fed up of the donkey and wanted to get rid of it, so they decided to sell off their useless donkey and purchase a good one.

So Mulla Nasrudin took his good-for-nothing donkey to the weekly fair where animals were bought and sold by auction.

“I want to sell this good-for-nothing, lazy, useless, disobedient donkey,” Mulla Nasrudin shouted.

A man offered five hundred rupees and Nasrudin was delighted to get this unexpected prize for his useless donkey.

Mulla Nasrudin roamed around the fair and suddenly he saw a huge crowd around an auctioneer who was auctioning a handsomely decked-up donkey wearing a crown.

The auctioneer talked about the donkey’s strong muscles, “look how strong and supple this donkey is – it is so hardy that it can wok tirelessly for hours carrying heavy loads. An excellent beast of burden.”

Someone bid one thousand rupees.

“What? Only a thousand rupees for such an intelligent donkey? You can train him to anything you want and he will learn in a minute. This is a most gentle donkey. Just look at his eyes. You know he’s a wonderful donkey. You can let him carry your children home with full knowledge of the fact that this kind animal will protect them from any harm. For he is a strong loyal friend…” the auctioneer said.

Someone bid three thousand rupees.

The auctioneer continued talking about the donkey’s value and and as he laid it thick and praised the donkey’s qualities the bids started going higher and higher.

The auctioneer went on and on extolling the donkey’s virtues which so impressed Mulla Nasrudin that he suddenly bid ten thousand rupees, won the bid and bought the donkey.

He triumphantly led his prize donkey home and told his wife that he had sold their good-for-nothing useless donkey for rupees five hundred and bought this wonderful new donkey for ten thousand rupees.

Nasrudin’s wife had a close look, realized that the decked-up donkey Nasrudin had bought was their own lazy good-for-nothing donkey and was furious with Mulla Nasrudin and shouted at him, “are you crazy Nasrudin. This is our own useless donkey – you sold it for five hundred rupees and bought it back for ten thousand rupees?”

A stunned, bewildered and baffled Mulla Nasrudin looked closely at the donkey for some time, then recovered his wits, and said, “Maybe I did not appreciate the true worth of my donkey until the auctioneer explained it…”

It’s true, isn’t it?

Sometimes we don’t realize the value of what we have or the worth of those close to us, till someone else appreciates it.

There is a saying in hindi: “Ghar ki Murgi Dal barabar…”

It’s high time to introspect and realise the worth of our near and dear loved ones and friends and value the things that we already possess.

The Manager’s Cheat Sheet: 101 Common-Sense Rules for Leaders

Management is all about connecting with the people on your team. So how do you effectively manage a team? With common knowledge, of course. These are a few back-to-basics rules that will help you develop management skills that really matter.

 

Body Language

Like it or not, your body speaks volumes, even when you are silent. Here’s how to express an attitude that’s appropriate for a leader.
1. Stand tall. Keeping your shoulders back and holding yourself up to your full height will give you an air of confidence.
2. Take your hands out of your pockets. Putting your hands in your pockets is often seen as a sign that you have something to hide.
3. Stand with your arms crossed behind your back. This will help you adjust your posture, and it leaves your hands in a position that is open and not intimidating.
4. Make eye contact. Always look directly into the eyes of the people you are speaking with. This shows you’re interested and also gives you a sense of confidence.
5. Sit up straight. Even if you’re at an 8 a.m. meeting and feeling tired, it’s important to sit up straight in your chair. Slouching makes you look disinterested and can give off an unwanted air of laziness.
6. Face the person you’re talking to. This shows you are interested and engaged in the conversation.
7. Shake hands firmly. For many, a handshake is a reflection of the person you’re shaking hands with. You don’t want to come across as unsure or overbearing, so make sure yours is professional and confident.
8. Always smile. Smiles are contagious and will make others feel positive when you’re around.
9. Look your best. You don’t have to be model perfect every day, but you should dress appropriately and neatly. Clothes can have a big impact on the way you’re perceived.
10. Walk confidently. Keep your head up and take even strides.

 

Meeting Deadlines

No one will be happy if your team has to rush around at the last minute to complete a project. Follow these tips to make deadlines less stressful for everyone.
11. Only promise what you can realistically deliver. Don’t create deadlines that you know you can’t meet. By only promising what you know you can do, you’ll be able to finish on time.
12. Set clear goals. Once you know what you need to accomplish, it helps to know how and when you want to do it. Put your goals down on paper and make sure everyone on your team gets a copy.
13. Organize a team. Many of your employees will have unique strengths and training that can make them great assets to certain projects. Pick a team that has the right skills to carry out the job.
14. Delegate tasks. Spread work among your employees in a way that doesn’t leave anyone overburdened while also allowing the project work smoothly.
15. Create milestones. Creating milestones for you and your team will help you keep track of your progress and also give you a sense of accomplishment as you reach each milestone.
16. Keep communication open. Keeping everyone in touch with the status of the project is key to making sure it’s completed on time.
17. Do it right the first time. Planning ahead will help prevent you from delivering a substandard product. Having to redo something for a client costs money, and, more than likely, future business opportunities.
18. Stay organized. Staying organized will help keep you from wasting time chasing down important documents and information.
19. Make sure expectations are clear. Be sure that each member of your team knows what their specific responsibilities are. This will save time and prevent tasks from being overlooked.
20. Create a plan. Compile your goals and milestones into a comprehensive plan for attacking any project you are given. This way, you can make sure you’re staying on schedule and that all of your employees will be clear about how and when things should be done.

 

Getting Along with Employees

A happy office is a productive one. Everyone will be more cheerful if you follow these simple rules.
21. Don’t make your employees come in on days they’re normally not scheduled to work or call them while they’re on vacation. A surefire way to make employees resent you is to invade their personal time for nonpressing work. Unless you have something that absolutely has to be done, let time away from work stay that way.
22. Don’t play favorites. Playing favorites can bias your judgment and impair your leadership abilities. Treat your employees equally.
23. Give credit when it’s due. Don’t take credit for your employees’ ideas or hog their limelight. This action not only fosters resentment but also makes you seem untrustworthy.
24. Don’t micromanage. While it’s fine to keep up with what your employees are working on, don’t constantly look over their shoulders.
25. Never discuss employee matters with their co-workers. This kind of gossip always gets back to the person and will make you look unprofessional.
26. Don’t interfere with employees’ work. If your employees are getting work done, don’t stress about how it gets done. Even if it’s not being done they way you’d do it, it’s best to let employees use their best judgment.
27. Don’t push unreasonable deadlines. You don’t want to spend all of your time at the office, and neither do your employees.
28. Keep your promises. Barring some catastrophic event, you should always keep promises you make to employees, especially about pay and benefits.
29. Keep work about work. Don’t require employees to run your personal errands. Take care of your own personal business or hire an assistant.
30. Reward hard work. Make sure your employees feel valued for the work that they do. Employees will be more willing to put in extra effort if they know it’s noted and appreciated.
31. Provide motivation. Sometimes employees need a morale boost. Provide them with encouragement to get a project rolling.

 

Manage Yourself

Being a good manager isn’t just about what you can encourage other people to do, it’s also about managing your own performance.
32. Be accessible. Don’t hole up in your office all day — come out and visit with your employees. Let them know that they can always come to you with problems and concerns.
33. Be open to constructive criticism. It may not always be what you want to hear, but listening to constructive criticism gives you the chance to learn and grow from your mistakes.
34. Accept responsibility. Part of being the boss is accepting responsibility for the mistakes of all that you manage, not just your own.
35. Know there’s always room for improvement. No matter how good you think you are, your job can always be done better. Always be willing to learn.
36. Improve your skills. Learning is a lifelong process. You’re never too old to take a class or ask a co-worker to help you improve your knowledge.
37. Explain things simply. Don’t use big words or technical jargon just to sound smart and impress others. Your employees will understand and perform better if you explain simply and clearly what you need.
38. Instruct rather than order. You may be the boss, but you don’t have to be bossy. You’ll have more success if your requests are more tactfully delivered.
39. Include your staff in your plans. Don’t make your work top secret; let your employees know what’s going on and how they are expected to contribute.
40. Know your subordinates’ jobs. You don’t want to be caught with inferior job knowledge.
41. Be flexible. It’s fine to be firm in what you expect, but allow for flexibility in how it gets done.
42. Get regular feedback. Your employees and superiors can give you valuable feedback on how to improve your performance. Use this to your advantage.
43. Know your limitations. You can’t be everywhere doing everything all at once. Know the limits of your time and abilities and say no to things you know you can’t do.

 

Boosting Productivity

Getting the most out of your day can be difficult with a busy schedule, but you can use these tips to help you maximize your time in order to be better available to employees.
44. Get the most out of meetings. Be organized and prepared for meetings to increase effectiveness and time savings.
45. Focus your energy on things that matter. Don’t let trivial tasks take time away from things that are really important.
46. Identify your time-stealers. Everyone has little things that detract their attention and make them lose focus. Figure out what these are and work to eliminate them, if only for a few hours a day.
47. Be punctual. Being on time is a big deal. Never keep people waiting for appointments or meetings if you can help it.
48. Respond to your correspondence within a reasonable amount of time. You don’t have to be chained to your inbox, but make sure you respond to emails within a few hours whenever possible.
49. Do only what is necessary. There are times when going above and beyond works, but doing so on a daily basis can derail your progress on more important issues. Get the key things done first, then see if you have time for additional things.
50. Stick to schedules and routines. While they may not be the most exciting things, schedules and routines can help streamline and improve your productivity.
51. Organize and manage your schedule. Use any tools and utilities you have at your disposal to prioritize your day and keep track of what you need to get done.
52. Plan more than you think you can do. While this may sound stressful, it can actually be a great motivator. If you manage to get everything done, you’ll enjoy a great sense of achievement.
53. Get to work early on occasion. Sometimes an uninterrupted half hour in an unoccupied office can help you get key things done or allow you to plan your day before there are any distractions to slow you down.
54. Know that sometimes stress is good. While too much of anything, especially stress, can be bad, sometimes a little stress can be the motivation to get you moving, allowing you to get more done.
55. Do your least favorite tasks first. Get your most tedious and least desirable tasks out of the way earlier in the day. After that, everything else will be a breeze.

 

Managing Finances and Resources

Whether you’re a business owner or a manager, staying on top of tangible items is vital to success. These tips can help you keep track.
56. Set up a realistic budget. While it’s good to be optimistic, don’t plan for more spending than you know you can afford. Make sure you plan for emergencies and contingencies as well.
57. Save costs where they matter the most. Don’t just pinch pennies for the present. Make sure your savings will pay off in the long run. Compromising on quality might cost you later on in repairs and replacements.
58. Spend only when it’s necessary. Don’t spend if you don’t need to. Every bit you save goes toward your profit.
59. Find alternative sources of finance. Sometimes even successful businesses need a little help. Business loans and investors can help you through leaner times.
60. Stay true to your contracts. Not only will you gain the respect of your clients, you’ll also avoid legal battles that can be a serious financial drain.
61. Make sure employees are well compensated. Employees deserve to be rewarded for hard work. Make sure yours are well compensated for their time and they’ll be more productive and happier to come to work.
62. Learn to do more with less. Quality is much more important than quantity, so make what you have count.
63. Assign equipment wisely. While it might be nice for every employee to have a PDA, budgets often don’t allow for such conveniences. Make sure the employees that need tools the most have access to them.
64. Invest in solid technology. This doesn’t always mean the latest technology, but what your office needs to do work effectively.
65. Update when necessary. Using obsolete equipment and programs can really slow you down. Update when it makes sense so you won’t get left behind by competitors.
66. Don’t be wasteful. Every sheet of paper, paper clip and pen is a cost on your budget. Use materials wisely and don’t waste them out of haste or carelessness.

 

Communicating with Clients

Whether you’re a business owner or a manager carrying out a project, one thing is always the same: The client is dominant voice in decision-making. Learn to communicate with them effectively and you’ll set a good example for the people you supervise.
67. Remember that the customer is the boss. At the end of the day, your job is to make the customer happy. Act accordingly.
68. Differentiate your products. Don’t get lost in a sea of products and services like yours. Make sure you stand out from your competitors.
69. Retain customers as much as you recruit new ones. While you always want to bring in new business, it’s very important to maintain relationships with loyal customers.
70. Provide effective channels of communication. Make sure your clients can contact you easily and quickly if they have a problem, concern or question. They can also provide a valuable source of feedback.
71. Maintain customer data. Use this data to make your customers feel special by remembering occasions like birthdays and anniversaries. It’s also helpful for keeping track of purchasing preferences.
72. Segment your customers. Not all customers are alike. Divide your customers into groups that allow you to provide attention and services that meet each customer’s unique needs.
73. Provide effective after-sales services. Don’t let contact fall off after the work is complete. Make sure your client stays happy.
74. Listen attentively. Pay attention to exactly what clients are asking for to help you better meet their needs.
75. Don’t be afraid to say you don’t know. It’s OK not to know the answer to every question. It’s better to say you don’t know and get back to a customer than to try to bluff your way through a conversation and have to backtrack later.

 

Keep Up with Change

There is no way to stop the world from changing, so follow these tips to keep up and ahead of the game.
76. Don’t fight change. You can’t stop markets, trends and technology from changing, so learn to go with the flow.
77. Adopt a predictive managerial style. Don’t wait for things to happen to make a move. Anticipate problems and provide contingency plans.
78. Test your contingency plans. Waiting for disaster to strike is a dangerous way to find out if your emergency plans will hold. Test them out from time to time to fine-tune them and make sure they’re still relevant.
79. Identify the positives. Even the most negative changes can have positive aspects to them. Being able to identify and maximize them can help make adapting less painful.
80. Be quick to adapt. Learn to adapt to changing situations quickly and be able to change plans on the spur of the moment if the situation requires it.
81. Stay tuned to external factors. Your business is affected in many ways by outside factors. Keep abreast of these so you can anticipate any sudden market changes that would affect how you need to manage.
82. Put in place a Research and Development plan. Encourage innovation and creativity to stay ahead of the demand for newer and better products and services.
83. Keep an eye on the competition. Don’t let the competition get the best of you. Keep up-to-date with what they’re doing and use it to your advantage in managing your business.

 

Resolving Problems

Whether problems are internal or external, they can make your management duties a nightmare if you don’t handle them correctly. Here’s how to stay on top of them.
84. Stand up for employees. If other departments or managers are bearing down hard on your employees, stand up for them.
85. Fix what’s broken. Don’t waste time placing blame. Take care of fixing the problem before dealing with any possible repercussions.
86. Manage and control your emotions. Don’t let anger or frustration affect your problem resolution. If you are emotionally invested in a situation, cool down before discussing it or bring in an outside mediator.
87. Learn when to step in. Some problems might resolve themselves if you just let them be, but you need to be aware of times where you’ll need to step in and take control of a situation.
88. Take the blame. If you’ve made a mistake, fess up. It’ll give you more time to work on fixing the problem instead of talking your way out of taking the rap.
89. Get the facts first. Before you pass judgment on a situation, make sure you have the whole story. Listen to employees and refrain from questioning anyone’s integrity without first ensuring that you’ve gathered all the data.
90. Rise above the crisis. Learn to separate yourself from the problem and rise above the fray. You’ll be able to think more clearly and make a better decision on how to rectify the issue.
91. Don’t ignore problems. A small problem can easily snowball and become something much more difficult to fix.
92. Try to depersonalize problems. Let employees know that the problem isn’t with them but with their actions. Don’t make it personal.

 

Go Above and Beyond

Managing people isn’t just about getting the job done. To truly be a great leader, sometimes you need to go above and beyond what the job calls for.
93. Lead by example. You can talk until you’re blue in the face, but the best way to get a point across is to be the model to emulate. Let employees follow your lead.
94. Get your hands dirty. Sometimes you need to show your employees that no one’s above doing unattractive tasks.
95. Make a difference to your employees. Don’t just be a generic manager — stand out as a leader and role model for your employees.
96. Gain your employees’ trust and respect. You’ll have a much easier time managing employees when they respect your rules and boundaries and trust your leadership.
97. Be empathetic to personal problems. Whether it should or not, what happens outside of work can have a big affect on the quality of work produced. Be sensitive if employees have personal issues that keep them from concentrating on work.
98. Be unique as a manager. Every position demands something different and you should be proud to be adept at your particular role rather than trying to emulate other managers.
99. Remember that ethics matter above all. Be honest and reliable in all of your business and personal relationships.
100. Be on the lookout for new ideas. You never know where your next great inspiration will come from.
101. Get to know your employees. Learn more than just their names. Get to know your employees’ family backgrounds, likes and dislikes. Doing so will make you more personable.

The original source of this article is InsideCRM.com , part of the Focus network of sites.

Inspirational 3 Minute Speech by Stacy Kramer at TED

HR Article :- 9 Qualities that will Rock your career

Success in life is always relative. Some people are happy with small achievements while there are others who won’t be satisfied until mountains are moved.

Regardless of our ambitions, our career spans through a series of jobs and experiences that truly polish our personality and will. While we all have defining moments that will determine our core beliefs around hard work, persistence, determination, etc., these are all simply components of a greater foundation that defines ‘you’. A rocking rise through corporate ranks involves a radical understanding and possible change in your attitude and behaviors.

There are millions of brilliant people who pursue aggressive career paths and have their sights set on great achievement. While their ability is nothing short of genius, many lack the soft skills that could put them over the top. These are the traits, qualities and understandings are what make good people great. Practical and time tested, mastering and practicing the following qualities will make if difficult for success to elude you.

1. Out of Box Thinking
   Many dislike this term but the concept is for real. All it requires is thinking of problems though a different set of eyes, or different dimension. This is why many brainstorming sessions fail; most people sit and think of work problems in the context of what it means to the company, not the user, not the environment, etc. Sit back and try to solve the problem from the eyes of a 6 year old, turn things upside down, and absolutely challenge the norm. Go outside and sit in a subway station (or somewhere you generally don’t sit to work) and think about why other solutions not worked? What has worked?

   Remember the best ideas come from people who are hands-on with their work. When everyone thinks and recommends a lackluster way, lackluster results will follow. Change your surroundings, change your views, change your thought process and come up with a killer idea!

2. Taking Ownership
   When no one is willing to own it, be the first to grab the opportunity. A process involving various stakeholders normally loses vision and momentum. A process with a good leader, input from others, and true direction, has a much better chance of success. Be the person that jumps in and takes on a new project (just don’t over-commit). An ability to own and work towards success is a skill which gives long lasting returns.
3. Eagerness to Learn
   After a certain period, a job becomes monotonous and people become bored and eventually even lazy. They lose all the zeal to learn new things and although they won’t admit this, their actions would make you believe they have thrown in the towel and are satisfied with a status quo life and career. If you really want to move ahead, don’t get into this rut. Don’t tune out.

   Always remain eager to learn; you never know what knowledge or capability will push you up in your career. Remember, you need an open mindset and positive attitude to approach work. If you are constantly learning, it will be tough to be or appear to be interested in mediocrity.

4. An Eye for Detail
   If you are hands on with your work there is no reason why you won’t know the intricacies involved. Therefore, have the confidence needed to make difficult choices. When you master something and know the minute details, your logic and ideas will be highly regarded. While people love to argue, they get easily impressed by intelligent reasoning too.
5. Willingness to Help
   Much of life is give and take. Work is no exception. If you are the person that is constantly stepping out of your comfort zone in order to help others, people (most) will return the favor when you ask. That’s the key though, you have to be willing to help someone and not too proud to ask them for help when you need it.
6. Networking
   Your network should never be restricted to people in your domain but it should span other departments too. Again, break away from comfort and get engaged with someone from a different department. When you sell yourself in the market, you need people who can vouch for you and the broader the network, the better. A strong network always gives you an upper hand, not only to receive but also influence the information flow.
7. Solution Seeking Mindset
   People love to mention and talk about problems. However, when you ask for their solutions to those problems, they aren’t willing to go on record with sweeping changes. The majority of employees lack an attitude to solve issues and love to keep them burning for long time, almost to encourage sympathy. It is these times that a positive mindset can send the right vibes across and can really give you a lot of attention. Don’t avoid complainers, listen to them just long enough to hear the problem, then try to come up with a solution.
8. Humility
   Arrogance has its own advantages but it never attracts more people than the magic done by humility. When you know your work and are humble about it than there is no reason that you would not get the desired appreciation. Humility needs to be pitched with much care lest it lets people take undue advantage of you. Strike the right balance and you would see its real magic.
9. Being Practical
   Human beings are emotional and many fall for popular decisions. A practical decision made at right time with right attitude has the ability to shower you with long lasting fame. Remember, the people who are at the top are nothing but practical.

It is a jungle out there where you not only need to survive but flourish too. Develop the killer attitude for success and no one would ever dare to stop you.

Always

1. Work Hard, Work Smart
2. Make sure the world knows about it
3. Make sure to sell it in right manner to right people

Go, Get Success

 

Regards,

Pinal Mehta

HR Stories :- Test of Communications Skills

It was a hot meeting at the office conference hall. All the people from the department had been called. The VP was looking much tensed.
 

The mood was so bad. My friend asked me – “Hey, what is this meeting all about? I told – May be they will decide on when to have the next meeting.

People around smiled at each other. Then the VP started talking. It was about the recent attrition rate that was so high. Around 10 people had put in their papers. All experienced guys. It was quarter end and so work was huge. If we do not complete the work on time, we need to be paying heavy penalty said the VP.

The VP turned to the manager and told “Hey – take how much ever resources you want. Recruit or take them from other departments. But complete the work in another 25 days. Take people and complete it man.

 
To this the sweet manager replied “Sir! Give me one wife and nine months and I shall show you results. Don’t give me nine wives and one month. I cannot do anything.” Everyone looked at him blank.

 
The VP was not prepared for this answer. We looked at the manager and thought “What an Awesome Reply man!”

HR Article :- Promotion can be a double-edged sword

WINNING WAYS IN MANAGEMENT

Question:

My problem may not seem like a problem to you, but it has me completely panicked.  My last project was considered ”huge” success, and as a result, I was promoted up three rungs to run department.  I don’t have the experience or the knowledge to do this job.  What should I do ? –Anonymous, Hartford, Connecticut

 

Answer:

Congratulations.

You’ve stumbled upon one of the best-kept secrets about work.

Getting promoted is a double-edged sword:

Thrilling, yes, but terrifying too. Everyone is calling you with hearty congratulations and slapping your back, saying you deserve it, and you’re smiling away for them all, feeling a lot less jovial than you look.

It doesn’t matter if it’s your first managerial stint or you move into the CEO’s office.

You are the only on e who truly comprehends how little you know about the new job, especially when compared to the big, bold expectations your bosses keep mentioning.

Whatever happened, you want to scream, to the perfectly logical idea of a grace period?

It’s best not to scream, of course.

After all, you’ve been told that leaders need to appear clam and in control, and that’s true.

Leaders should look and act like leaders for the sake of their people’s respect and confidence and the organization’s forward momentum.

But being a leader doesn’t mean you can’t ask questions: Good leaders are, by definition, insatiable learners, relentlessly probing the mind of people at every level for ideas and insights.

They are voracious relationship builders too, and make sure they get to know everyone in the business who can open their eyes to the who, what and when of the job.

Obviously, you don’t ever want to seem clueless, and we can’t imagine you would, given your past success.

You want to appear deeply inquisitive about every aspect of your business and passionate about helping your people to achieve everything necessary to win.

Those traits won’t undermine your authority.

They’ll enlarge it.

Are we asking you to fake it? No. we’re asking you to reinvent your self-perception according to reality.

Right now, you’re experiencing the same feelings that most new leaders do.

Do you think that a president feels any different when he’s made the leap from say, running a little southern state to having his finger on the nuclear trigger? Being in charge of something new starts the game all over again, no matter what you’ve done before.

You dub yourself “not ready.”

We’re saying that you should dub yourself “normal.”

And you will eventually learn what you need to know to do your new job.

Six months or a year from now, there will even be days when you feel on top of it all.

But business today changes too fast and has too many variables for any manager to ever have the sustained sense of security you yearn for.

Indeed, part of being a leader circa 2007 is being able to live with an “uh-oh” feeling in your stomach all the time.

Don’t let that panic you more! Instead, consider the proposition that continually feeling a bit overwhelmed and under informed is a positive thing for both you and your business.

Everyone knows that too much confidence can lead to arrogance and inertia based on “that’s how we do it around here.” The flip side is an insatiable hunger for new ideas and better ways of doing things – a hunger that makes you fight like hell to win.

Archived from ‘The New York Times News Service‘

Posted with WordPress for BlackBerry.

HR News :- For Social Cause…!!!!!!!!!!!

Frustrated with autorickshaw drivers who would refuse to ferry short distances, three cycling enthusiasts came up with an innovative, yet efficient, project: Cycle Chalao.

People can hire bicycles for short distances from prime locations such as railway stations, colleges and malls for as little as Rs 10 a day. The cycle-for-hire service is currently available at Mulund railway station and nearby Kelkar College and is limited to students because of identification problems. Twenty-four-year-olds Raj Janagam, Jui Gangan and Jyotika Bhatia, the core members of the seven-member team, had launched the project on January 26. They are all pursuing Executive MBA in Social Entrepreneurship from NMIMS in Vile Parle.After registration, one can hire a bicycle from one station and drop it at another for Rs 175 a month or Rs 45 a week.

“Cycling in Mulund has become a trend with Cycle Chalao,” said Swejal Gangan, who has been hiring cycles to travel short distances for the last six months.

“Cycling every morning is very refreshing and healthy. Sometimes, we friends go for pleasure rides.”The group plans to set up four more “bicycle stations” by January. “We also plan to issue smart cards, similar to the ones used in public transport buses, so that everyone can use the service on showing an identification proof,” said Janagam.

“We are now facing problems in generating revenue and also getting permissions to set up more bicycle stations because these do not come under the purview of the Regional Transport Office (RTO). We try to recover revenue from advertising space above the wheel,” said Jui.The Centre for Sustainable Transport, a non-profit organization, is also working towards promote cycling to prevent pollution and tide over traffic problems. “We are in touch with the municipal corporation to create a dedicated cell for bicycles because of the RTO norms,” said Rishi Aggarwal, director, Institutional Relations, CST

HR CaseStudy:- When Grapevines are Good (Gossip’s @ Workplaces)

Gossip, just like social media, is an exchange of information between two or more people typically about a third, absent party. Managers may view their lack of control in such a democratic environment as a threat. Instead, they should look at the positive powers of gossip as a tool to diagnose or influence workforce issues.
 
Call it whatever you like, the grapevine, water cooler, gossip or the rumor mill. Conversations among co-workers happen. As human beings, we are social creatures who crave community, engagement and interaction.
 
Whether it’s talking shop about the boss, layoff rumors after a less-than-satisfying quarterly earnings report or gossip about Susie in Accounting and her supposed office extra-curriculars, conversations among co-workers are a guarantee.
 
Management has battled with gossip and the grapevine since the beginning of time. Supervisors are quick to lay blame to wildfire rumors, half truths and innuendos at the office as being detrimental to workplace productivity and undermining management authority. However, a recent study by two doctoral candidates at the University of Kentucky sheds some light on the positive power of gossip in the workplace.
 
Some Points to Ponder:
 
1. Gossip improves an employee’s social understanding of his or her environment.
This concept is the basis of cultural anthropology and the concept of micro-cultures. Workplace cultures are no different.
 
2. Gossip is natural.
According to the University of Kentucky study, 96 percent of employees admit to engaging in gossip at work.
 
3. It’s not all negative.
Nearly three-quarters (72 percent) of gossip was an even blend of both positive and negative. Only 7 percent of gossip was largely negative.
 
4. Negative gossip
Negative gossip is a symptom of a larger organizational problem.
Just like a fever or runny nose alerts an individual to an infection, negative gossip is no different.
 
5. Perception is Reality.
Prior to the written word, the grapevine was a form of historical storytelling and news distribution. Sometimes, the spoken word is more reliable than the written word in the workplace. Visit any break room or smoking section as a covert HR operation and you’ll see exactly what I mean.
 
Just as social media is about engagement and influence outside of a brand’s scope of control, so, too, is the workplace grapevine outside of a manager’s control. Gossip, just like social media, is an exchange of information between two or more people typically about a third, absent party.
 
And managers view their lack of control and that democratic environment as a threat, instead of a tool or channel in which to diagnose or influence a situation or scenario. There is no silver bullet to managing gossip in the workplace or via the Internet. One size does not fit all, but here is some food for thought:
 
1. Conversations require at least two people.
Managers should be talking to their teams just as companies should be talking to their customers. After all, employees are our biggest asset and advocate for our companies and brands.
 
2. Don’t bribe or threaten the workforce.
Just as in branding, you must be authentic. People are smart, cynical and suspicious. Have conversations, mean what you say and keep your promises.
 
3. Don’t be afraid of the negative.
Hearing negative feedback about our style as a manager is hard, but if we fail to listen to our audience (our consumers), we risk feeding the best.
 
With the Internet, nothing is secure. Your team is not only gossiping at work but also on social-media platforms and forums, not just Facebook. Glassdoor.com and forums on Indeed.com are common sites where employees go to let off steam squarely within the public eye and with open access.
 
4. Survey the troops.
If you don’t already, facilitate an employee-engagement survey. Use tools such as exit interviews and other employee surveys for feedback. It doesn’t have to cost anything; they can be created for free by using online tools such as Survey Monkey.
 
For thousands of years, the workplace grapevine has been a social and cultural case study in action. Rumor mills, shared assumptions and opinions have long been a part of what makes our place of work interesting, enjoyable, intolerable or entertaining.
 
Social-media experts are quick to segment the social audience when working on marketing or public-relations campaigns. Managers and human resource professionals should do the same.
 
In Groundswell, authors Charlene Li and Josh Bernoff identify six groups who can be found in social media. While these profiles were created for social-media purposes, I believe they can be used in a workplace context.
 
The profiles can help identify the different types of workplace influencers and their involvement in what makes the community flow and how thoughts and ideas are influenced.
 
a) Creators.
These individuals are extremely socially active and are enthusiastic about their hobbies, passions, dislikes or love of a product, brand, company or service.
 
They are connected and have an established and strong community, and are seen as an authority because of their extensive research and ability to vet information to others.
 
b) Critics.
These individuals are extremely vocal and use either online or word-of-mouth to rate and critique products and services.
 
These individuals can be your best allies, especially if you have a great customer-service department, stellar management team or new program you are rolling out to the staff. Don’t be misled by word “critic” as having a negative connotation. These team members can be an evangelist for your organization and culture.
 
c) Collectors.
These individuals have a great deal of influence and can generate a great deal of chatter in a short amount of time because of their extensive network and passion for sharing information.
 
These team members focus on collecting information and content for sharing with other members of their active community.
 
d) Joiners.
These individuals want to feel like they belong to something. If online, they are very active on community sites like Facebook and are extremely engaged in places that involve a sense of community such as churches and professional organizations.
 
Their ability to connect with many individuals and persons is a draw for team members. They often join for the sake of joining — to belong.
 
e) Spectators.
These individuals love to sit back, watch and enjoy taking in the environment and situation to soak up all information.
 
Online, these individuals are focused on using ratings and reviews to draw conclusions. Don’t be surprised if they use these same methods of surveying and gathering data when engaging and influencing your organization.
 
f) Inactives.
These are those individuals who are present and listening but not participating and engaging. They have one ear to the wall but have not made an effort to actively participate within the organization or culture. Just as they would do online.
 
 
[About the Author: Jessica Miller-Merrell, SPHR, is an author, speaker and consultant. She is a leader in the HR social-media community and her book, Tweet This! Twitter for Business, was released in February. Her company, Xceptional HR provides businesses with social-media and recruitment strategies, and human resources consulting.]

HR Stories – A valuable lesson in life

A giant ship engine failed. The ship’s owners tried one expert after another, but none of them could figure but how to fix the engine.

Then they brought in an old man who had been fixing ships since he was a young. He carried a large bag of tools with him, and when he arrived, he immediately went to work. He inspected the engine very carefully, top to bottom.

Two of the ship’s owners were there, watching this man, hoping he would know what to do. After looking things over, the old man reached into his bag and pulled out a small hammer. He gently tapped something. Instantly, the engine lurched into life. He carefully put his hammer away. The engine was fixed!

A week later, the owners received a bill from the old man for Rupees ten thousand .

“What?!” the owners exclaimed. “He hardly did anything!”

So they wrote the old man a note saying, “Please send us an itemized bill.”

The man sent a bill that read:

Tapping with a hammer…… ……… ……. Rs. 2.00

Knowing where to tap………. ……… …… Rs. 9, 998.00

“Effort is important, but knowing where to make an effort makes all the difference!”

Regards,

Pinal Mehta

HR Article :- 7 Effective Ways to recognize your People

Employee recognition is a much talked about, but often overlooked part of the workplace. Recognizing and rewarding your employees can be a slippery slope to navigate and sometimes it seems that managers either get it, or they don’t. If recognition is not sincere and genuine, your employees will know it.

 

 

7 Tips for Recognizing Your Peeps – this list isn’t about expensive ways to reward your employees because we know you can figure that out, but more subtle no-cost ideas that educate, motivate and inspire your team because a happy, invested team will always outperform a bunch of bitter Betty’s!

7 Tips for Recognizing Your Peeps

1. Give ‘Em the 411: Informed peeps are empowered. Many managers make the mistake of keeping all the information to themselves. Instead, share information with your team. Fill them in on how your organization is doing, what the future holds and how they play a part in it. By giving your peeps information, you empower them to make informed, confident decisions and choices, which not only benefit them, but your organization.
2. Miss (or Mr.) Independent: How many people like being micromanaged? Not too many! Employees value independence, so give it to them. When you work with your peeps to tell them what needs to be done and then give them the ability to decide how to do it, you increase their independence and ability to take more ownership of their role.
3. Be Gumby: Everyone appreciates flexibility in their work whether it’s working flex hours, working from home or something else. This can be very motivating and shows you trust your peeps. In workplaces where this may not be possible, find ways to be flexible and your employees will respond.
4. Give Me More: We all know training and development happen in real-time, on the job. Provide your peeps lots of opportunities to grow and learn by investing in their development and provide them stretch goals. It shows your peeps that you trust, respect and want the best for them. You’ll be rewarded when they perform at higher levels with each opportunity.
5. Decisions, Decisions: How does it feel when all the decisions are made for you? Not so much eh? Well, your peeps are closer than anyone to the work they do so they are really the best decision makers. Sometimes as managers we make the mistake of deciding for our employees. Take a step back and ask them what they think and what they recommend. They’ll be more involved in the process and therefore more invested in the outcome.
6. How Am I Doing? Everyone wants to know how they are doing at any time so hold frequent check-ins throughout the year so you can have honest conversations about your peeps performance. Take the time to share what they are doing well and what could use some work. Also, remember to share great feedback with the leadership team of your company so they’re aware of the contributions your peeps are making. The more feedback you give your employees, the more they will be equipped to respond to the needs of your organization.
7. Celebrate! Often we are so busy strategizing, working and executing that we cruise through the year without taking the time to celebrate all the success along the way. Remember, if you celebrate often you’ll get more back in return and you’ll foster a culture of recognition.

How are you recognizing your peeps? I’d love to hear.

Regards,

Pinal Mehta

Sach Ka Samna – “Leadership Scruples”

I’ve been watching an “Bindaas TV series where they ask Teenagers and on-goers a Morally / Ethically Challenging Question to answer. It’s a fascinating study of human behavior. Everyday people are secretly filmed in situations where they are faced with a choice.When I saw the last one, I thought it might be interesting to resurrect an old game known as “Scruples”, and create a “Leadership Scruples” game, or a series of workplace “What Would You Do” scenarios for leaders. Actually, it doesn’t have to be for just formal leaders… anyone can play… I’ve just tried to give it a leadership slant to better fit the purpose of this blog.

Here are some Questions, Let See if you can answer them:

1. You’re at a hotel and conference center. You’ve arrived to your meeting early, and have not have a chance to eat breakfast yet. On your way to your meeting room, you walk by another meeting and there’s a table full of food and beverages outside the room. Your meeting has no food. Would you help yourself?

2. Your manager congratulates you for a brilliant suggestion and hints at a promotion. Your employee gave you the idea. Do you mention this to the manager?

3. You’ve made a verbal agreement with a supplier. A competitor offers you a deal for 50% less. Do you take it the deal?

4. A colleague is out of his office. You notice his paycheck stub on his desk. Do you glance at it?

5. Your manager demands to know what a co-worker is saying behind his back. It’s not flattering. Do you tell him?

6. You’re reviewing the results of an employee survey and accidentally discover a way to see individual responses and comments. Do you keep reading or report the problem?

7. You’re traveling in Ladakh on business when you’re invited to a feast by shepherds. You’re given the sheep’s eyeball, the greatest delicacy. To refuse it is the greatest insult. Everyone’s watching. Do you gulp it down?

8. As a joke, a co-worker sends anonymous love letters to another co-worker who takes them seriously. Everyone is enjoying the prank. Do you expose it?

9. A disgruntled worker is brandishing an automatic weapon. You’re near a door. If you try to warn others you may not escape. Do you save yourself?

10. After closing a big deal, your manager surprises you with a warm, lingering hug. Do you tell your manager you’re not comfortable with this?

11. You’re playing tennis with your manager for the first time. You’re winning and your manager is getting angry. Do you let him win?

12. You want to quit a job without notice but you need a good reference from your employer. Do you invent a family health emergency?

13. You decide not to hire someone because he’s wearing a nose ring. When he asks why he didn’t make it, do you give the real reason?

14. You find an expensive pen in an airport lounge. Do you keep it?

15. A close friend will be interviewed for a job with your employer. He asks you for a list of the questions in advance. Do you supply it?

16. You have a struggling young company. You have to choose between two equal candidates for a job, a man and a woman. The woman will work for Rs.20000 per year less than the man. Do you hire her for that reason?

17. You’ve just been promoted to manager at the branch where you work. The person you’re dating has applied for a job there and would be reporting to you. Is this OK?

 

18. The customer wants a refund. You agree that a refund is called for but company policy says “No.” If you go to Corporate, the customer’s refund will be denied. If you act on your own authority, the customer will be satisfied, but you may get in trouble. What would you do?

 

19. The company procedure is very clear but you know a “better” way to do the job. Your productivity results are a bit low this month. If you use your new approach (and violate the “rules”) you can raise your results to an acceptable level. What would you do?

 

20. You are working to correct a mistake that your manager doesn’t know about. If you tell your manager, you will be blamed for the mistake. If you don’t tell your manager, you’ll miss your deadline. Do you tell?

Please Share your views and answers for the Same

Regards,

Pinal Mehta

T&D :- What is More Valuable, Gold or Silver?

There once lived a great mathematician in a village outside Ujjain. He was often called by the local king to advice on matters related to the economy. His reputation had spread as far as Taxila in the North and Kanchi in the South. So it hurt him very much when the village headman told him, “You may be a great mathematician who advises the king on economic matters but your son does not know the value of gold or silver.”

The mathematician called his son and asked, “What is more valuable – gold or silver?”“Gold,” said the son. “That is correct. Why is it then that the village headman makes fun of you, claims you do not know the value of gold or silver? He teases me every day. He mocks me before other village elders as a father who neglects his son. This hurts me. I feel everyone in the village is laughing behind my back because you do not know what is more valuable, gold or silver. Explain this to me, son.”

So the son of the mathematician told his father the reason why the village headman carried this impression. “Every day on my way to school, the village headman calls me to his house. There, in front of all village elders, he holds out a silver coin in one hand and a gold coin in other. He asks me to pick up the more valuable coin. I pick the silver coin. He laughs, the elders jeer, everyone makes fun of me. And then I go to school. This happens every day. That is why they tell you I do not know the value of gold or silver.”

The father was confused. His son knew the value of gold and silver, and yet when asked to choose between a gold coin and silver coin always picked the silver coin. “Why don’t you pick up the gold coin?” he asked. In response, the son took the father to his room and showed him a box. In the box were at least a hundred silver coins. Turning to his father, the mathematician’s son said, “The day I pick up the gold coin the game will stop. They will stop having fun and I will stop making money.”

Sometimes in life, we have to play the fool because our seniors and our peers, and sometimes even our juniors like it. That does not mean we lose in the game of life. It just means allowing others to win in one arena of the game, while we win in the other arena of the game. We have to choose which arena matters to us and which arenas do not.

 

Regards,

Pinal Mehta

HR Articles – Belbin’s Team Roles

Belbin’s Team Roles

How understanding team roles can improve team performance . . .

When a team is performing at its best, you’ll usually find that each team member has clear responsibilities. Just as importantly, you’ll normally see that every role needed to achieve the team’s goal is being performed fully and well.

But often, despite clear roles and responsibilities, a team will fall short of its full potential.

How often does this happen in the teams you work with? Perhaps some team members don’t complete what you expect them to do. Perhaps some team members are not quite flexible enough, so things ‘fall between the cracks’. Maybe someone who is valued for their expert input fails to see the wider picture, and so misses out tasks or steps that others would expect. Or perhaps one team member become frustrated because he or she disagrees with the approach of another team members.

Dr. Meredith Belbin studied team-work for many years, and he famously observed that people in teams tend to assume different “team roles”. He defines a “team role” as “a tendency to behave, contribute and interrelate with others in a particular way” and named nine such team roles that underlie team success.

Creating More Balanced Teams

Belbin suggests that, by understanding your team role within a particular team, you can develop your strengths and manage your weaknesses as a team member, and so improve how you contribute to the team.

Team leaders and team development practitioners often use the Belbin model to help create more balanced teams. Teams can become unbalanced if all team members have similar styles of behavior or team roles.

If team members have similar weakness, the team as a whole may tend to have that weakness. If team members have similar team-work strengths, they may tend to compete (rather than co-operate) for the team tasks and responsibilities that best suit their natural styles. So you can use the model with your team to help ensure that necessary team roles are covered, and that potential behavioral tensions or weaknesses among the team member are addressed.

Tip 1: Belbin’s “team-roles” are based on observed behavior and interpersonal styles. Whilst Belbin suggests that people tend to adopt a particular team-role, bear in mind that your behavior and interpersonal style within a team is to some extent dependent on the situation: It relates not only to your own natural working style, but also to your interrelationships with others, and the work being done. Be careful: You, and the people you work with, may behave and interact quite differently in different teams or when the membership or work of the team changes. Also, be aware that there are other approaches in use, some of which complement this model, some of which conflict with it. By all means use this approach as a guide, however do not put too much reliance on it, and temper any conclusions with common sense.

Understanding Belbin’s Team Roles Model

Belbin identified nine team roles and he categorized those roles into three groups: Action Oriented, People Oriented, and Thought Oriented. Each team role is associated with typical behavioral and interpersonal strengths.

Belbin also defined characteristic weaknesses that tend to accompany the team-role. He called the characteristic weaknesses of team-roles the “allowable” weaknesses; as for any behavioral weakness, these are areas to be aware of and potentially improve.

The nine team-roles are:

1. Action Oriented Roles:

Shapers (SH)

Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning norms, and finding the best approaches to problems. The Shaper is the one who shakes things up to make sure that all possibilities are considered and that the team does not become complacent.

Shapers often see obstacles as exciting challenges and they tend to have the courage to push on when others feel like quitting.

Their potential weaknesses may be that they’re argumentative, and that they may offend people’s feelings.

Implementer (IMP)

Implementers are the people who get things done. They turn the team’s ideas and concepts into practical actions and plans. They are typically conservative, disciplined people who work systematically and efficiently and are very well organized. These are the people who you can count on to get the job done.

On the downside, Implementers may be inflexible and somewhat resistant to change.

Completer – Finisher (CF)

Completer–Finishers are the people who see that projects are completed thoroughly. They ensure there have been no errors or omissions and they pay attention to the smallest of details. They are very concerned with deadlines and will push the team to make sure the job is completed on time. They are described as perfectionists who are orderly, conscientious, and anxious.

However, a Completer-Finisher may worry unnecessarily and find it hard to delegate.

1. People Oriented Roles:

Coordinator (CO)

Coordinators are the ones who take on the traditional team–leader role and have also been referred to as the chairmen. They guide the team to what they perceive are the objectives. They are often excellent listeners and they are naturally able to recognize the value that each team members brings to the table. They are calm and good-natured and delegate tasks very effectively.

Their potential weaknesses are that they may delegate away too much personal responsibility, and may tend to be manipulative.

Team Worker (TW)

Team Workers are the people who provide support and make sure the team is working together. These people fill the role of negotiators within the team and they are flexible, diplomatic, and perceptive. These tend to be popular people who are very capable in their own right but who prioritize team cohesion and helping people getting along.

Their weaknesses may be a tendency to be indecisive, and maintain uncommitted positions during discussions and decision-making.

Resource Investigator (RI)

Resource Investigators are innovative and curious. They explore available options, develop contacts, and negotiate for resources on behalf of the team. They are enthusiastic team members, who identify and work with external stakeholders to help the team accomplish its objective. They are outgoing and are often extroverted, meaning that others are often receptive to them and their ideas.

On the downside, they may lose enthusiasm quickly, and are often overly optimistic.

1. Thought Oriented Roles:

Plant (PL)

The Plant is the creative innovator who comes up with new ideas and approaches. They thrive on praise but criticism is especially hard for them to deal with. Plants are often introverted and prefer to work apart from the team. Because their ideas are so novel, they can be impractical at times. They may also be poor communicators and can tend to ignore given parameters and constraints.

Monitor – Evaluator (ME)

Monitor-Evaluators are best at analyzing and evaluating ideas that other people (often Plants) come up with. These people are shrewd and objective and they carefully weigh the pros and cons of all the options before coming to a decision.

Monitor-Evaluators are critical thinkers and very strategic in their approach. They are often perceived as detached or unemotional. Sometimes they are poor motivators who react to events rather than instigating them.

Specialist (SP)

Specialists are people who have specialized knowledge that is needed to get the job done. They pride themselves on their skills and abilities, and they work to maintain their professional status. Their job within the team is to be an expert in the area, and they commit themselves fully to their field of expertise. This may limit their contribution, and lead to a preoccupation with technicalities at the expense of the bigger picture.

Figure 1: Belbin’s Team Roles

Action Oriented Roles	Shaper	Challenges the team to improve.
	Implementer	Puts ideas into action.
	Completer – Finisher	Ensures thorough, timely completion.
People Oriented Roles	Coordinator	Acts as a chairperson.
	Team Worker	Encourages cooperation.
	Resource Investigator	Explores outside opportunities.
Thought Oriented Roles	Plant	Presents new ideas and approaches.
	Monitor – Evaluator	Analyzes the options.
	Specialist	Provides specialized skills.

How to Use the Tool:

The Belbin Team Roles Model can be used in several ways: You can use it to think about team balance before a project starts, you can use it to highlight and so manage interpersonal differences within an existing team, and you can use it to develop yourself as a team player.

The tool below helps you analyze team membership, using the Belbin team roles as checks for potential strengths and weakness.

Use Belbin’s model to analyze your team, and as a guide as you develop your team’s strengths, and manage its weaknesses:

1. Over a period of time, observe the individual members of your team, and see how they behave, contribute and behave within the team.

2. Now list the members of the team, and for each person write down the key strengths and characteristics you have observed. (You may also want to note down any observed weaknesses).

3. Compare each person’s listed strengths and weakness with the Belbin’s descriptions of team-roles, and note the one that most accurately describes that person.

4. Once you have done this for each team member, consider the following questions:

· Which team roles are missing from your team? And from this, ask yourself which strengths are likely to be missing from the team overall?

· Is there are prevalent team role that many of the team members share?

Tip 2 – Prevalent team roles: Among teams of people that do the same job, a few team roles often prevail. For example, within a research department, the team roles of Specialist and Plant may prevail. A team of business consultants may mainly comprise Team Workers and Shapers. Such teams may be unbalanced, in that they may be missing key approaches and outlooks. If the team is unbalanced, first identify any team weakness that is not naturally covered by any of the team members. Then identify any potential areas of conflict. For example, too many Shapers can weaken a team if each Shaper wants to pull the team in a different direction.

5. Once you have identified potential weakness, areas of conflict and missing strengths, consider the options you have to improve and change this.

Consider:

· Whether an existing team member could compensate by purposefully adopting a different team role. With awareness and intention, this is sometimes possible.

· Whether one or more team members could improve how they work together and with others to avoid potential conflict of their natural styles.

· Whether new skills need to brought onto the team to cover weaknesses.

Tip 3:

Remember not to depend too heavily on this idea when structuring your team – this is only one of many, many factors that are important in getting a team to perform at its best.

That said, just knowing about the Belbin Team Roles model can bring more harmony to your team, as team members learn that there are different approaches that are important in different circumstances and that no one approach is best all of the time.

Regards,

Pinal Mehta