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(Personality development]) Reliance

RIL [PERSONALIY DEVELOPMENT]


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MANOJ KUMAR (MBA)

Self-Esteem: What It Is and How to Improve It

BY MANOJ KUMARWeve all heard the phrase self-esteem, but how many of us have actuallystopped to consider exactly what it means? Contrary to popular belief, the

term doesnt mean a generic sense of confidence. Its actually based on very

specific aspects of your personality and the character you project to others.

Its a complex group of attitudes that takes into account everything from

your profession to your ambitions to your ability to interact with others in a

social context. All of it adds up to your ability to go out into the world and

make your mark.

Individuals with very high self-esteem are often quite successful. They are

highly motivated and driven to pursue their goalsand they do so with agreat attitude. They have a wellspring of confidence that often makes others

wonder how they manage to stay so directed and happy at the same time.

Individuals with low self-esteem suffer from a lack of all the things that make

a person content, satisfied and energetic. They may not value their

profession or their achievements, and they may think that they have very

little chance of succeeding in life or becoming a fully functioning

independent adult. All of this can make you feel as though your life has little

meaningcertainly a discomforting mindset that can lead to such illnesses

as depression and anxiety.

Building Your Self-EsteemIf you have low self-esteem, dont despairthere are simple steps you can

take to give your confidence a shot in the arm:

1. View mistakes as learning experiences. We often have a tendencyto look at failures as errors or shameful events. Not so! Mistakes are events

that help us to build character and become mature, wise adults. Without

mistakes, how would we ever learn whether we are on the right track or not?

Learn to look at failure as a positive, educational lesson.

2. Establish concrete goals for yourself. Low self-esteem may be

related to a sense of purposelessness or of being adrift. Set deadlines andgive yourself projects that can motivate you to achieve goals that you have

long held for yourself.

3. Give yourselves incentives to get things done. One of the besttime-tested tricks for getting yourself into action is to promise yourself a

reward. Set a goal, and then come up with something that you will give

yourself as a treat when you have accomplished it. In the end, youll have


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both the satisfaction of having accomplished something and a gift to enjoy!

4. Act like you have high self-esteem. We are a sum of our behaviorsand language, and if we constantly speak in a negative or self-deprecating

way, that is how we truly come to view ourselves. Instead, speak in positives,

even if you dont really feel it on the inside. In time, you will be able to

transform yourself into a confident individual who really believes in him or

herself!

Happiness is an attitude.

The 92-year-old, petite, well-poised and proud lady, who isfully dressed each morning by eight o'clock, with her hairfashionably coifed and makeup perfectly applied, eventhough she is legally blind, moved to a nursing hometoday.

Her husband of 70 years recently passed away, makingthe move necessary. After many hours of waiting patientlyin the lobby of the nursing home, she smiled sweetly whentold her room was ready.

As she maneuvered her walker to the elevator, I provideda visual description of her tiny room, including the eyeletsheets that had been hung on her window. "I love it," shestated with the enthusiasm of an eight-year-old having justbeen presented with a new puppy. "Mrs. Jones, youhaven't seen the room .... just wait." "That doesn't haveanything to do with it," she replied. "Happiness is

something you decide on ahead of time. Whether I like myroom or not doesn't depend on how the furniture isarranged ... it's how I arrange my mind. I already decidedto love it ... It's a decision I make every morning when Iwake up. I have a choice; I can spend the day in bed


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recounting the difficulty I have with the parts of my bodythat no longer work, or get out of bed and be thankful forthe ones that do. Each day is a gift, and as long as my

eyes open I'll focus on the new day and all the happymemories I've stored away ... just for this time in my life."

BY MANOJ KUMAR

Time ManagementOne day, an expert in time management was speaking to a group of

business students and, to drive home a point, used an illustration those

students will never forget. As he stood in front of the group of high-powered

over-achievers he said, "Okay, time for a quiz" and he pulled out a one-

gallon, wide-mouth mason jar and set it on the table in front of him. He also

produced about a dozen fist-sized rocks and carefully placed them, one at

a time, into the jar. When the jar was filled to the top and no more rocks

would fit inside, he asked, "Is this jar full?" Everyone in the class yelled,

"Yes." The time management expert replied, "Really?" He reached under

the table and pulled out a bucket of gravel. He dumped some gravel in and

shook the jar causing pieces of gravel to work themselves down into the

spaces between the big rocks. He then asked the group once more, "Is thejar full?" By this time the class was on to him. "Probably not," one of them

answered. "Good!" he replied. He reached under the table and brought out

a bucket of sand. He started dumping the sand in the jar and it went into all

of the spaces left between the rocks and the gravel. Once more he asked

the question, "Is this jar full?"

"No!" the class shouted. Once again he said, "Good." Then he grabbed a

pitcher of water and began to pour it in until the jar was filled to the brim.Then he looked at the class and asked, "What is the point of this

illustration?" One eager beaver raised his hand and said, "The point is, no

matter how full your schedule is, if you try really hard you can always fit

some more things in it!" "No," the speaker replied, "that's not the point. The

truth this illustration teaches us is, "If you don't put the big rocks in first,


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you'll never get them in at all. What are the 'big rocks' in your life, time with

loved ones, your faith, your education, your dreams, a worthy cause,

teaching or mentoring others? Remember to put these BIG ROCKS in first

or you'll never get them in at all. So, tonight, or in the morning, when you

are reflecting on this short story, ask yourself this question, "What are the'big rocks' in my life?" Then, put those in your jar first.

BY MANOJ

KUMAR

The Optimist Test

1. Your boss calls and says they need to have a face-to-face conversation with you. Do you prettymuch assume you're going to get a firing from him?

yes no

2. There's 5 minutes left in a game and it's not looking good for your team. Do you get up andleave the game since chances are your team's going to lose?

yes no

3. When you wake up in the morning, do you think:

Oh God not another dayI can't wait to tackle the day

How many days till the weekend?

4. You wake up in the middle of the night with bad stomach pains. Do you:

Call Doctor

Take some painkillersRoll over - it will pass.

5. Do you think it is absolutely necessary to have health insurance?yes no

6.Do you keep an umbrella with you on sunny days "just in case"?

yes no

7.Do you think it's a waste of time to recycle?

yes no

8.Is the glass half-empty?

yes no

9.When somebody at a party takes your number do you give it?

yes no

10.Suppose you were invited to a party organised by an aquaintaince of your best friend would

you go ?


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yes no

Your Score out of 100

The Optimist Test

1. Your boss calls and says they need to have a face-to-face conversation with you. Do you prettymuch assume you're going to get a firing from him?

yes no

2. There's 5 minutes left in a game and it's not looking good for your team. Do you get up and

leave the game since chances are your team's going to lose?yes no

3. When you wake up in the morning, do you think:Oh God not another day

I can't wait to tackle the day

How many days till the weekend?

4. You wake up in the middle of the night with bad stomach pains. Do you:

Call Doctor

Take some painkillersRoll over - it will pass.

5. Do you think it is absolutely necessary to have health insurance?yes no

6.Do you keep an umbrella with you on sunny days "just in case"?

yes no

7.Do you think it's a waste of time to recycle?yes no

8.Is the glass half-empty?

yes no

9.When somebody at a party takes your number do you give it?

yes no

10.Suppose you were invited to a party organised by an aquaintaince of your best friend wouldyou go ?

yes no



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Stress Vulnerability Test

1.I sleep at least 7 - 8 hours per night.

yes no

2. I feel comfortable discussing personal issues with someone I trust.

yes no

3.I have a good network of friends and loved ones.yes

no

4. I have at least one hobby which gives me a sense of fulfillment.

yes

no

5. I eat at least one balanced meal per day.

yes no

6.I am not over or under weight by more than 15 pounds.

yes no

7.I do not drink more than 2 or 3 caffeinated beverages per day.

yes no

8.I am in good physical health.

yes no

9.I am in a positive relationship where communication is valued and respected.

yes no

10.My financial situation is sufficient to meet my basic needs for housing, food, transportation,etc.

yes no


KnowledgeA scientific convention was held at a lakeside resort. After the first days

proceedings, a mathematician, a physicist, an astronomer and a molecular

biologist hired a boatman to row them around on the lake. As they sat in the


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how you react to situations. You choose how people will affect your mood. You choose

to be in a good mood or bad mood. The bottom line: It's your choice how you live life." I

reflected on what Jerry said.

Soon thereafter, I left the restaurant industry to start my own business. We lost touch,

but I often thought about him when I made a choice about life instead of reacting to it.

Several years later, I heard that Jerry did something you are never supposed to do in

the restaurant business...he left the back door open one morning and was held up at

gun point by three armed robbers. While trying to open the safe, his hand, shaking from

nervousness, slipped off the combination. The robbers panicked and shot him. Luckily,

Jerry was found relatively quickly and rushed to the local trauma center. After 18 hours

of surgery and weeks of intensive care, Jerry was released from the hospital with

fragments of the bullets still in his body.

I saw Jerry about six months after the accident. When I asked him how he was, he

replied, "If I were any better, I'd be twins. Wanna see my scars?" I declined to see his

wounds, but did ask him what had gone through his mind as the robbery took place."The first thing that went through my mind was that I should have locked the back door,"

Jerry replied. "Then, as I lay on the floor, I remembered that I had two choices: I could

choose to live or I could choose to die. I chose to live." "Weren't you scared? Did you

lose consciousness?" I asked. Jerry continued, "...the paramedics were great. They kept

telling me I was going to be fine. But when they wheeled me into the ER and I saw the

expressions on the faces of the doctors and nurses, I got really scared. In their eyes, I

read 'he's a dead man.' I knew I needed to take action." "What did you do?" I asked.

"Well, there was a big burly nurse shouting questions at me," said Jerry. "She asked if I

was allergic to anything. 'Yes' I replied. The doctors and nurses stopped working as they

waited for my reply. I took a deep breath and yelled, 'BULLETS!' Over their laughter, Itold them, 'I am choosing to live. Operate on me as if I am alive, not dead'." Jerry lived

thanks to the skill of his doctors, but also because of his amazing attitude. I learned

from him that every day we have the choice to live fully. Attitude, after all, is everything.

Anger ManagementThe goal of anger management is to reduce both your emotional feelings and the

physiological arousal that anger causes. You can't get rid of, or avoid, the things or the

people that enrage you, nor can you change them, but you can learn to control your

reactions.

Are You Too Angry?


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There are psychological tests that measure the intensity of angry feelings, how prone to

anger you are, and how well you handle it. But chances are good that if you do have a

problem with anger, you already know it. If you find yourself acting in ways that seem

out of control and frightening, you might need help finding better ways to deal with this

emotion.

Why Are Some People More Angry Than Others?

According to Jerry Deffenbacher, PhD, a psychologist who specializes in anger

management, some people really are more "hotheaded" than others are; they get angry

more easily and more intensely than the average person does. There are also those

who don't show their anger in loud spectacular ways but are chronically irritable and

grumpy. Easily angered people don't always curse and throw things; sometimes they

withdraw socially, sulk, or get physically ill.

People who are easily angered generally have what some psychologists call a low

tolerance for frustration, meaning simply that they feel that they should not have to be

subjected to frustration, inconvenience, or annoyance. They can't take things in stride,and they're particularly infuriated if the situation seems somehow unjust: for example,

being corrected for a minor mistake.

What makes these people this way? A number of things. One cause may be genetic or

physiological: There is evidence that some children are born irritable, touchy, and easily

angered, and that these signs are present from a very early age. Another may be

sociocultural. Anger is often regarded as negative; we're taught that it's all right to

express anxiety, depression, or other emotions but not to express anger. As a result, we

don't learn how to handle it or channel it constructively.

Research has also found that family background plays a role. Typically, people who are

easily angered come from families that are disruptive, chaotic, and not skilled atemotional communications.

Is It Good To "Let it All Hang Out?"

Psychologists now say that this is a dangerous myth. Some people use this theory as a

license to hurt others. Research has found that "letting it rip" with anger actually

escalates anger and aggression and does nothing to help you (or the person you're

angry with) resolve the situation.

It's best to find out what it is that triggers your anger, and then to develop strategies to

keep those triggers from tipping you over the edge.

1. Goal - Setting The First Step to Fulfilling Your

Mission

Goal setting is a very important part of personal improvement.


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Every person has a mission in life and in order to fulfill that mission you must set goals if you

must see some positive change in your life. The first and most important step you must take is

defining a mission, and then decide what steps you intend to take to fulfill that mission. Now, if

you really believe that you have what it takes to succeed, your next move should be goal setting.

Goal setting has to be carefully thought outYou would most likely have to set various goals to achieve your mission. You must be satisfied

that the goals you are about to set are what you really want. Begin the process of goal setting by

jotting down whatever pops into your head. Never mind the sequence, just write it down. After you

have made your list, ask yourself what are the reasons you have to approach each task. If you

can't come with suitable answers and do not feel enthusiastic enough about it, then it is most

likely that you are not going to follow through with that one; just move on to something else.

When you have a list that you are comfortable with, you will get more motivated to proceed with

your plans to succeed.

Organize them in order of priorityIt is best to decide which of your goals is most important and work towards the accomplishment of

that one first before turning your attention to any other. Keep in mind that goal setting is a

technical application for personal improvement in life, and if not properly thought out and

organized it could cause much disappointment. In the case of a seemingly impossible goal, it maybe necessary for you to divide it into small segments giving each a decided date by which you

hope to realize your objective. Work toward your goals step by step; this makes goal setting less

overwhelming and less complicated. Try to be as specific as you can in setting you goals so that

you can set clear cut paths to fulfill your mission.

Know what you want.If you do not have a clue about what you really want to do, it is like sleep walking - not having the

foggiest idea where you are, how you got there, what you do and why you are doing it.

Think long and hard about what you really like to doSearch your inner self. It may be necessary for you to talk to yourself; give yourself very good

advice. You would be amazed at what you discover; you would not believe that you had those

ideas hidden deep within you.Try to visualize the end result of your desires. Concentrate on what you want until you can

virtually taste it. You will get an anxious feeling; the longer and harder you think about it, the more

motivated you will become.

Do you want to be a dynamic public speaker, a lecturer or a politician? As long as you feel sure

about what you want, you must decide how you intend to get there. It is time to start with goal

setting.

Constructive planningAfter you have set your goals, you need to make workable plans just how you intend to

accomplish them, working towards your ideals and desires for personal improvement step by

step, making constructive plans and sticking to them. First and foremost, before you begin with

your plans for goal setting, put God first and ask Him to direct your path. Among the first in a

series of setting your goals, is reading good educational books relative to what your goals are.

BY MANOJ KUMAR


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1. Five Issues to Be Considered in TeambuildingA group is "a collection of people who come together because they share something in common." (Solomon,

Davidson, and Solomon, 1993). What they share could be as insignificant as desire to get on the next bus

that will arrive at a particular stop. A team, however, is "a group of people who share a common name,

mission, history, set of goals or objectives and expectations." A strategy that can help groups develop intoreal teams is teambuilding, "the process needed to create, maintain, and enrich the development of a group

of people into a cohesive unit."eambuilding exercises are very important in the development of teams that

will work together for an extended period of time on a complex project or a series of activities. Teambuilding

is not a silver bullet for fixing dysfunctional teams, or assuring that all of your teams will work well. But,

teambuilding exercises can be helpful in developing effective teams, if they are selected to enable teams to

explore the five critical issues identified in this outline.

Cohesiveness; This term refers to the attractiveness of group membership. Groups are cohesive tothe extent that membership in them is positively valued, and members are drawn toward the group. In task

oriented (e.g., learning or project) groups, the concept can be differentiated into two subconcepts: social

cohesiveness and task cohesiveness. Social cohesiveness refers to the bonds of interpersonal attraction

that link group members. Task cohesiveness refers to the way in which skills and abilities of the group

members mesh to allow optimal performance.Team building exercises that have a component of fun or playare useful in allowing social cohesiveness to develop. Examples include: designing a team logo, sharing

information about first jobs, or participating in activities to discover characteristics that team members have

in common. To develop task cohesiveness, activities that allow the group members to assess one anothers

talents, strengths and weaknesses are useful.

Roles and Norms; All groups develop a set of roles and norms over time, whether or not these areexplicitly discussed. Norms are the rules governing the behavior of group members. The use of explicitly

defined roles enables the group to cope effectively with the requirements of the task. The roles and norms

that govern cooperative learning groups are often imposed by the instructor, but that does not preclude a

teambuilding exercise in which those roles and norms, as well as some that are specific to a group, are

discussed and accepted.An example of a team builder which would help teammates to develop effective

norms would be to ask them to develop team ground rules or a "Code of ooperation." A team builder which

would help teammates use roles effectively might ask them to select the roles which are most needed to

accomplish the task at hand and to assign those roles to team members.

Communication; Effective interpersonal communication is vital to the smooth functioning ofany task group. Norms will develop governing communication - do those norms encourage

everyone to participate, or do they allow one or two dominant members to claim all the "air time?"

Team building exercises can focus on skill development, communication network design, and

norms, but even when the exercise is focused on another issue, communication is happening.

Watch it! Shape it! There are many ways of facilitating the learning of effective communication

skills. Active listening exercises, practice in giving and receiving feedback, and practice in

checking for comprehension of verbal messages are all aimed at developing skills.

Goal SpecificationIt is very important for group members to have common goals for group achievement, as well as to

communicate clearly about individual goals they may have. Some teambuilding sessions consist entirely ofgoal clarification exercises. The process of clarifying goals may well engage all of the issues on this list.

Indeed, shared goals is one of the definitional properties of the concept "team".A simple, but useful, team

building task is to assign a newly formed group he task of producing a mission and goals statement.

InterdependenceThis is the issue of how each team members success is determined, at least in part, by the success of the other

members. The structure of the cooperative learning task should be such that it requires positive interdependence:

members in a team should "sink or swim" together. Functioning independently of other group members or competing


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with them should lead to poor performance for the entire group.

"Teamwork is when other people do your work for you."- Dogbert

For a Winning TeamEveryone would like to be in a team that is successful, has bright future prospects, withprofessional members, progressive remuneration and effective communication. This dreamdoes not however materialize by itself. The team members along with its leader have toconsciouslywork towards achieving such a level of competence. Some ways to do this

Beyond Hiring Great People:

Building a successful team goes beyond hiring the best talent. It needs

i. Hiring people who work well togetherii. Developing the shared vision with commitmentiii. Physically bringing people together in open discussions on issuesiv. Encouraging positive, informal interaction within the groupv. Instilling the winning spirit in the organization

vi. Addressing problems such as jealousy, cynicism, defensiveness, rumors, etc.

Practice all the Preaching: Merely directing towards a goal is not enough; the teammembers have to accept this and work towards the goal. If people do not agree with thebusiness direction, their efforts would be less productive or there would be dissent inwork relations.

People need to be shown and reminded of:i. Your vision for the futureii. Your strategy for getting thereiii. Why this is the best strategy

iv. Every achievement that indicates this team is winning Team Meetings: Team meetings are not only useful for taking decisions but also for

personal interaction, summarize the work done or to be done, get feedback, makeannouncements, etc. It helps in creating an atmosphere where everyone feels part of agroup and members are given a platform to voice opinions or concerns. Corporateparties, celebrations, picnics also help in building cordial work relations with a feeling ofsolidarity.

Getting Team members to work together: Getting team members to interactpositively in formal or informal manner is difficult unless they have an impetus. A fewways to get them to work co-operatively are:

i. Involve team members while recruiting new staffii. Assign specific projects to two members to work on together

iii. The offices or cubicles could be ensured to have proximityiv. Pay-incentives for achieving business targetsv. Part of performance linked incentives based on appraisals from fellow members

such as - '360 Degree' feedback appraisalvi. Off-site meetings for formal or informal interaction to create bonding

Team Destroyers: Some common team destroyers are due to personal or emotionalfactors - jealousy for the role or profile of new member, cynicism or negative attitude ofsome people, lack of confidence, sometimes disagreement of opinion is taken as attackon the person and not his ideas.


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Team Models"A team is a group organized to work together to accomplish a set of objectives that cannot beachieved effectively by individuals."For building a leading team you have to realize which type of team suits your objectives andactivities. The various forms can be summarized into following three broad model types:

Executive ModelExecutive models are:Small teams of 3-8 members

1. Members of the level of district/domain managers2. The members do not have constituent or stakeholder involvement

The Advantages to this model are quick decision making, focused approach to goals,consensus among members, etc. The members have ability to influence the organizations path,they are in control of a large section of the organization to implement the decisions and have an

understanding about the survival needs of the group/organization.The Disadvantages to this model are that the members are isolated from actual daily functions,they cant monitor the lowest level in the organization whose actions affect daily business andownership of other domain/district wont be taken by another member. Each member isaccountable for his own domain and there is little, if any division of work.District/Domain ModelDistrict models are:Mid-size teams of 15-20 members

Members are representatives of each key stakeholder group from the district/domain

staff

The Advantages to district model are key representatives are involved, there is ownership ofdistrict-wide/domain-wide issues and the team knows the facts to their district/domain issues.

The Disadvantages to district model are the members have a narrow view limiting their focuson their district/domain, the members will not take ownership for the organizations overallperformance and their expertise is limited to their domain.Community ModelCommunity model, suited for non-profit social organizations, can also be used to understand thelabor force, which forms the major staff memberships in a production environment. They havethe following characteristics:

Large team of 25-30 members

Member mix of district/domain staff and community leaders

The Advantages to community model are key district/domain leaders are involved; there is a

sense of community-wide ownership and a wide scope of prospective new ideas.

The Disadvantages to community model are that it is a slow process due to the large number

of members, everyones opinions may not be heard and a steep learning curve for not just the

members but also customers or citizens.


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Point-wise Summary of TeamworkCharacteristics of a TeamThere must be an awareness of unity on the part of all the team members.There must be an interpersonal relationship. Members must have a chance to contribute, learnfrom and work with others.The member must have the ability to act together towards a common goal.Ten characteristics of well-functioning teamsPurpose: Members proudly share a sense of why the team exists and are invested inaccomplishing its mission and goals.Priorities: Members know what needs to be done next, by whom, and by when to achieve teamgoals.Roles: Members know their roles in getting tasks done and when to allow a more skillfulmember to do a certain task.Decisions: Authority and decision-making lines are clearly understood.Conflict: Conflict is dealt with openly and is considered important to decision-making andpersonal growth.

Personal traits: Members feel their unique personalities are appreciated and well utilized.Norms: Group norms for working together are set and seen as standards for every one in thegroups.Effectiveness: Members find team meetings efficient and productive and look forward to thistime together.Success: Members know clearly when the team has met with success and share in this equallyand proudly.Training: Opportunities for feedback and updating skills are provided and taken advantage ofby team members.Guidelines for effective team membership

Members should contribute ideas and solutions

Do recognize and respect differences in others

Always value the ideas and contributions of others

To be productive, listen and share information

Ask questions and get clarification on doubts

Participate fully and keep your commitments

Try to be flexible and respect the partnership created by a team; strive for the "win-win".

Have fun and care about the team and the outcomes.

Characteristics of a high-performance team

Participative leadership - creating interdependence by empowering, freeing up and

serving others.

Shared responsibility - establishing an environment in which all team members feel as

responsible as the manager for the performance of the team.

Aligned on purpose - having a sense of common purpose about why the team exists

and the function it serves.

High communication - creating a climate of trust and open, honest communication.

Future focused - seeing change as an opportunity for growth.

Focused on task - keeping meetings and interactions focused on results.

Creative talents - applying individual talents and creativity.


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Rapid response - identifying and acting on opportunities. Administration, governance,

planning, policy formation, communication, accountability, etc organization and shouldsame.

Talking about Communication

The Basics

Communication is usually described along three major dimensions: content, form, and destination.Examples of communication content include acts that declare knowledge and experiences, give adviceand commands, and ask questions. These maybe verbal, sign or body language. A communication iscomplete when the content through a form reaches its intended destination. The communication maybeinter-personal between two individuals or mass communication to a wide group.The MediaWe communicate through speech, written communication such as letters, telephonic conversations, etc.These would reach another individual or maybe addressed to a small group. Mass communication needsmass media such as newspapers, television, billboards, websites, etc.History

A book titled "Five Epochs of Civilization" by William McGaughey (Thistlerose, 2000) divides history intothe following stages: Ideographic writing produced the first civilization; alphabetic writing, the second;printing, the third; electronic recording and broadcasting, the fourth; and computer communication, thefifth.Communication barriersThe following factors can impede human communication:Not understanding the language - Verbal and non-verbal messages are in a different language. Thisincludes not understanding the jargon, slang or idioms used by another sub-culture or group.Not understanding the context - Not knowing the history of the occasion, relationship, or culture. Thecommunication maybe part of a whole the receiver does not know about.

Obfuscation - Intentionally scrambling the messages. This is noticed in military or other

confidential communication.

Distraction Not giving adequate attention to processing the message in real-time, perhapsbecause of multitasking.

Lack of backchannel cues in asynchronous communication - The inability to give immediate

feedback such as a question ("what?") or acknowledgement ("I see") may lead to largermisunderstandings.

Lack of time - There is not enough time to communicate with everyone.

Physics - Physical barriers to the transmission of messages, such as background noise, facing

the wrong way, talking too softly, and physical distance.

Medical issues - Hearing loss and various brain conditions can hamper communication.

Beliefs - World-views may discourage one person from listening to another. Personal prejudice

may lead to misunderstanding the message.

Emotions - Fear and anxiety associated with communication is known by some psychologists as

communication apprehension. Besides apprehension, communication can be impaired viaprocesses such as bypassing, indiscrimination, and polarization.

Organizational communicationOrganizational communication (OC) relates to how people communicate within an organizational context.It deals with how people are influenced, informed or interacted with as per the needs of the organization.In the modern scenario, this is a formal subject of study. In this information age sharing of knowledgewithin the organization to those who need to know is critical for business. Apart from the transmission ofinformation OC also deals with specific medium, structure, formalities and purpose of the interactionMemos, circulars, notice boards, teleconference, email, surveys, etc. are some of the common forms of


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o Face-to-face Interviews, appraisals, meetings, etc are done face-to-face. Here apart

from words, the actions, body language, dress sense and immediate feedback providethe best form of communication. These however maybe hindered if the participants are

from different cultural backgrounds. Points to consider in

Corporate Calling

Use Good Speech Habits: Phrases To use: One moment please, Yes,All right, Shes not available now, Good-bye Phrases Not To Use: Hangon, Yeah, Uh, dont know where he is.

Your Voice Is You: Every time you make or receive a telephone call at work,you are representing yourself and your department. The impression you createwill be a lasting one. Make sure your voice and mannerism reflect that you arealert and at your best.

Handling Rude or Impatient Callers:1. Stay calm. Try to remain diplomatic and polite. Getting angry will only make

them angrier.2. Always show willingness to resolve the problem or conflict.3. Try to think like the caller. Remember, their problems and concerns are

important.4. Non-supervisory: Offer to have your supervisor talk to the caller or call

him/her back if the caller persists.

Busy Lines: It is a common complaint that the line is always busy. Be sure youdont take too long on one phone call. A call-waiting feature also helps.

Taking Messages: Be prepared with pen and message slip when you answerthe phone. Note the name, number, department, organisation, etc which isimportant. Repeat the message to the caller. Also note the date & time of call.

Inform the concerned person - use a post-it note or forward it to their mailbox. Wrong Number: Dialing too quickly or inadequate lighting may be the cause of

dialing a "wrong number,"; never just hang-up. Express your apology, letting themknow you have dialed a wrong number. To avoid disturbing another personunnecessarily dial carefully and make sure you can see the dial pad.

Speaker Phone: Speaker phones are useful when you need both of yourhands free for taking notes or looking up data on the PC or files. Mostly one isexpected to use speakerphones in private when they are alone. Inform the caller ifothers are present. In a conference call, introduce the caller to the people presentfor using the speakerphone conversation.

1. End Conversations Gracefully: As long as you are honest andpolite with the other person, you shouldn't have any problems getting offthe phone. There are several ways that you can end a long phone call

without making up a story or sounding rude: Leave the conversationopen. Promise to finish your discussion at another time.

2. End on a "positive" note. Tell the person how much you've enjoyedspeaking with him/her.


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Answering Calls for Your DepartmentRemember that you are representing your department and etiquette is very

important. Using phrases such as "thank you" and "please" are essential in

displaying a professional atmosphere.

Points to note:

Answer promptly (before the third ring if possible).

1. Before picking up the receiver, discontinue any other conversation or activitysuch as eating, chewing gum, typing, etc that can be heard by the callingparty.

2. Speak clearly and distinctly in a pleasant tone of voice.3. If you need to cough or sneeze, do it away from the phones speaker.

4. Try and cut background noise if you can.5. Use hold button when leaving the line so that the caller does not accidentally

hear conversations being held nearby.6. When transferring a call, be sure to explain to the caller that you are doing so

and where you are transferring them.7. Remember that you may be the first and only contact a person may have

with your department, and that first impression will stay with the caller longafter the call is completed.

8. If the caller has reached the wrong department, be courteous. Sometimesthey have been transferred all over campus with a simple question. Ifpossible, attempt to find out where they should call/to whom they should

speak. They will greatly appreciate it.9. When the called party is not in, use responses that both protect the privacy

of the office staff and give a more tactful response. Example: "He is not inthe office at the moment. Would you like to leave a message or "She is outof the office for the day. Can someone else help you or would you like hervoicemail?" This is better than the line He is out.

10.The Obnoxious Phone-FiendNo one appreciates a person who keeps creating a disturbance in officeenvironment. Use your phone in a calm and collected manner. Yelling over thephone affects your neighbours more than any of your callers. Have considerationfor the noise pollution you could cause.Also listening into others conversations (eavesdropping) is impolite andunprofessional. Mind your business and intervene only when you can help or whenyou know that you are welcome.Silent listeners are common in competitive business where a few analysts may hearyour pitch over a speaker phone without introducing themselves. Beware and keepyour message professional.

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Corporate callingThe telephone is a very common tool in modern business. It is more personal

than an email but still leaves some gaps in effective communication. In this serieson telephone etiquette we will learn about basic telephonic manners, barriers toits effectiveness, using a mobile telephone and steps to making or receiving acall. Remember - you only get ONE chance to make a first impression.

Basic Etiquette

Identify yourself: Whenever you make a phone call, it is your priority to identify yourself. Inbusiness, time is money; so to avoid being hung-up make sure you say Hello after your targetanswers the phone and then introduce yourself. While receiving a call, respond to the callersgreeting. If they have identified themselves, then do let him also know if they are speaking to the

right or concerned person.

Respect others time:You have urgent business but so do others. Show respect toyour call receivers time by asking, Can you spare a few minutes? If you need to get intodetails, ask the person at the other end before going into a lengthy lecture. If you knowyou are in different time zones or even for unknown people, ask, Is this a good time tocall you?

Reason for the call: It is only appropriate in a business environment to specify thereason for your call. This will also save your time since the receiver can tell you whom to

contact at the beginning of the conversation. Putting on Hold : If you are receiving a call and need to check things before responding

dont let the phone have dead air. Say, Please hold the line, Ill check. This ensures thatthe caller knows his call is live. Also while continuing thank the caller for waiting on line.

You need to get a positive response from the caller before putting him on hold. The caller

on the other hand is expected to have his data ready before calling. A businessman callinganother and requesting the receiver to hold the line portrays a poor image.

Screening calls: If the caller has not identified himself, ask him Whos calling,please? rather than the curt Whos this? This simple courtesy will smooth thecommunication. In business it is important that you screen calls so that important data is

not revealed to the wrong people. Call waiting: It is your judgment whether to take another call while already on one line.

Decide on the importance of the present conversation. Just because there is a feature onthe phone, you dont have to use it always. Whenever you need to put them hold due toanother call, inform the caller before moving to the next call.

Other points to consider:Use Good Speech Habits: Phrases To use: One

moment please, Yes, All right, Shes not available now, Good-byePhrases Not To Use: Hang on, Yeah, Uh, dont know where he is. Your Voice Is You : Every time you make or receive a telephone call at work, you are

representing yourself and your department. The impression you create will be a lastingone. Make sure your voice and mannerism reflect that you are alert and at your best.

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Mobile Manners

Modern technology has always been aimed at providing solutions for social or businessmatters. It is used for convenience, comfort or resolving a problem. With the advance ofcommunications, we have voice communication without any boundaries or limitations ofdistance or terrain. Mobile phones provide us with voice and data services while awayfrom a landline. It is wireless and thus mobile. Roaming and satellite phones make thecommunication transcend all borders.

With an aim to improve life through technology also comes the misuse due to prolificdistribution of the technology. In the current scenario, just about everyone uses mobilephones with the technology becoming more affordable and better in quality. Mobilephones are even preferred over landlines where cables need to be placed by digging orusing telephone-poles. The fast activation of a mobile phone also makes it almost read-to-use and is very handy. However just as landline phones have been cause of someirritation to co-workers, mobile phones at office or elsewhere also have users with poor

etiquette or manners.

There are three reasons why people use mobile phones:

A mobile phone is convenient for personal and business use.

A mobile phone is there when one needs it, for safety or emergency.

Multitasking makes them feel important. It is part of their ego trip to always be in

contact with someone.

A noticeable advantage in using a mobile phone is that it always comes with a caller-id

feature. The best use of this feature is to use it for your own convenience and not take

calls not required.This should match with your schedule. You will always have a record inyour mobile of the person who called you so you can call them back when you are free

from your own activities.

A mobile phone is something you carry along. It will ring every time someone calls you,

wherever you are. So only give out your mobile number based on the need for

communication. Same ways, dont call someone on their mobile if they have not

expressed this to be done. If someone has chosen not to give out their mobile number

then acquiring it and calling them is intrusion of their privacy .

We hear mobile phones going off in public places. They are there, ringing in places of

worship, movie theatres, restaurants, hospitals, wedding halls, etc. Your convenience

should not be at the cost of others peace and patronage. Every mobile phone user is

usually aware of the silent mode in which the phone vibrates instead of ringing. Use it if

you cant turn off the phone in public places. It is not just impolite, but rude to have noise

pollution where it could be avoided. And if you do decide to take a call then remove

yourself from others company before doing so.


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Minding Manners Personal interaction etiquette

The need to be polite

Personal interaction takes up most of our daily life. It involves not justour communication with colleagues and family but also withstrangers or acquaintances that happen to come across ourcommute, shopping or elsewhere. It is essential to represent our bestto leave a positive image with the other person. It is a basic courtesyto be polite and have decency to use everyday manners to comeacross as a civilised and educated gentleman (or lady).

However this common courtesy is not entirely for our selfish need toproject a good image. The primary need for manners in interaction isto make people in our company feel comfortable and relaxed. Theother person needs to feel appreciated and welcome. Basic phrasesof May I, Please, Thank You, Excuse me, etc. seek to do thisrather than to show your greatness. Making our companions believewe value the relation or communication is simply to make them atease with any situation.

Therefore our first approach to learning etiquette is to know that it is

for others benefit and not to make ourselves feel better. A well-mannered person reflects the spotlight elsewhere. Such modesty andgenerosity will go a long way in establishing your image as awonderful person. Humility does not mean obscurity. Peopleremember nice persons with better interest than the obnoxious.

These are basic ideas for you to incorporate in your lifestyle.

Manners are for others benefit

It is good to be polite It is self-rewarding to be humble Communication should follow etiquette


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Business EtiquetteEtiquette and manners in very important in business environment and could be the key element

to turn deals in your favour. It shows your potential and also represents your organisations

culture. Therefore minding ourselves in such interactions would enable us to maximizeour gain from meetings, interviews, presentations, etc.

Here are 9 Business Etiquette Tips.

Q. What is the proper time to arrive for an appointment?

A. Always arrive on time for an appointment. Never arrive late. Arrive no more than five

minutes early.

Q. Is it impolite to ask an executive of a company for payment of outstanding invoices?

A. For services rendered, it is not considered impolite to request payment. However, you

should first contact your billing representative before approaching the executives or

principals of the company.

Q. Can I exchange business cards while dining?

A. Business cards should never be exchanged while dining. This is true at even the most

informal dining situations.

Q. What is the proper way to display flags?

A. When displaying flags at business, civic or social events, the national flag is placed on

the speaker's right. State and organizations' flags are placed on the speakers left or to

the audience's right.

Q. How should I exchange gifts with my fellow coworkers at the office during the holiday

season?

A. First, always observe the company's specific gift giving policy. Second, employees

should be discreet when exchanging gifts with one another. Gifts should be exchanged

away from other coworkers, so not to offend employees not receiving any gifts.

Q. How much perfume/cologne is acceptable to wear at work?

A. Perfume, cologne or aftershave should be applied sparingly, evoking a subtle scent.

Strong fragrances, as well as, inexpensive or "cheap" fragrances are often offensive to

business associates and therefore inappropriate in a professional venue.

Q. What is the best way to utilize a home-office (SOHO) telephone system?

A. If you have a home-based business, install a second line for business-use only and

have an automatic answering system that picks up automatically if you are on the other

line. Therefore, eliminating busy signals and portraying a professional image to your

clients.


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First things first

It takes 15 seconds to make a first impression, and the rest of your life to undo it

if it was a negative one. Observing the Rule Twelve is the key to projecting apositive image:

The first 12 words you speak should include some form of thanks, if

appropriate. When meeting someone for the first time, express yourgratitude. Example: Thank you for scheduling this meeting.

The first 12 steps you take should be those of confidence. Whether you are

walking from the parking lot to your office, or are going to the receptionarea to greet clients, walk with a purpose with vim, vigor and vitality.

The first 12 inches from your shoulders down should include impeccable

grooming. Your hair, collar and tie/scarf accessories should be a reflection

of the quality person you are.

Greetings & Introductions

What you say and how you say it is The name of the game. Thats why the four

most commonly asked questions about greetings and introductions are listed

below:

Q: When introducing my supervisor to a client, whose name should I say first?

A: The clients.

Q: When being introduced to a woman client; is it appropriate for a man to initiate

a handshake?

A: Absolutely. In the past, social etiquette dictated that men should wait for

women to initiate the handshake. However, in todays business arena, it is

appropriate for either party to initiate this gesture of welcome.

Q: What is the best way to remember the name of a person Ive just met?

A: When meeting someone for the first time, make a point of using his or her

name when shaking hands. By repeating it at least once during your

conversation, the name will be reinforced in your mind.

Q: What should you do when you encounter someone whose name slips your

mind?

A: When the person approaches you, extend your hand and say your name.

Typically, the one person will mimic your actions by giving his or her name.


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that make you think of them?

The rules for shaking hands are: extend your hand with the thumb up, clasp the

other person's entire palm, give two or three pumps from the elbow, avoiding

both the painful ''bone crusher'' and the off-putting ''wet fish'' shake, and look at

the person directly in the eyes with a smile.

Smile: This seems very simple, but it's amazing how people's moods and words

are misjudged because their expressions are often overly-serious. A smile shows

that you like yourself; you like your current place in the world and you're happy

with the people you're interacting with. No one will say you're crabby if you're

smiling. A smile says, I'm approachable and confident.

Make eye contact: Every time a person begins talking to you, look them in the eye

and smile first, then get on with the conversation. Also, when you enter a room

for a meeting, smile and look around at everyone. If you want to start talking to

one person - or even a group - come up to them and smile. Again, this is anotherway to say, I'm approachable.

Introduce people with confidence: Most people hate making introductions,

because they do not know how to properly make them. Introducing people with

confidence is a great way to impress your customers. In business, introductions

are determined by precedence. The person who holds the position of highest

authority in an organization takes precedence over others who work there. For

example, you introduce your company's president to a colleague.

The basic rule is: the name of the person of greater authority is always spoken

first. The name of the person of lesser authority is always spoken last. Forexample, "Mr./Ms. Greater Authority, I would like to introduce Mr./Ms. Lesser

Authority." A second example, would be: the name of the Senior Executive is

always spoken first. The name of the Junior Executive is always spoken last. "Mr.

Senior Executive, I would like to introduce Mr. Junior Executive, from the

accounting department. Mr. Senior Executive is our Director of Public Relations."

Learning the rules of business etiquette is not hard to do, it is not costly, and it is

the best professional development tool any business person can use to increase

their chances of success. People truly desire to do business with those that make

them comfortable and know how to best handle themselves in a variety of

situations. Practicing good business etiquette is well worth the investment and

pays back in spades.

Body Language: Aggression

Body language is an important part of communication which, according to at

least one study, constitutes around 55% of what we are communicating. If you


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wish to communicate well, then it makes sense to understand how you can (and

can't) use your body to say what you mean.

Message clusters :

Body language comes in clusters of signals and postures, depending on the

internal emotions and mental states. Recognizing a whole cluster is thus far more

reliable than trying to interpret individual elements.Aggressive body language:

Showing physical threat :

A significant cluster of body movements is used to signal aggression.

This is actually quite useful as it is seldom a good idea to get into a fight, even for

powerful people. Fighting can hurt you, even though you are pretty certain you

will win. In addition, with adults, fighting is often socially unacceptable and

aggression through words and body language is all that may ever happen.

Threat :

Facial signals: Much aggression can be shown in the face, from disapproving

frowns and pursed lips to sneers and full snarls. The eyes can be used to stare

and hold the gaze for long period. They may also squint, preventing the other

person seeing where you are looking.

Attack signals : When somebody is about to attack, they give visual signal

such as clenching of fists ready to strike and lowering and spreading of thebody for stability. They are also likely to give anger signs such as rednessof the face.

Exposing oneself : Exposing oneself to attack is also a form of aggression.It is saying 'Go on - I dare you. I will still win.' It can include not looking at

the other person, relaxing the body, turning away and so on. Invasion: Invading the space of the other person in some way is an act of

aggression that is equivalent to one country invading another. False friendship : Invasion is often done under the cloak of of familiarity,

where you act as if you are being friendly and move into a space reservedfor friends, but without being invited. This gives the other person adilemma of whether to repel a 'friendly' advance or to accept dominance ofthe other.

Approach: When you go inside the comfort zone of others withoutpermission, you are effectively invading their territory. The close you get,the greater your ability to have 'first strike', from which an opponent may

not recover. Touch: Touching the person is another form of invasion. Even touching

social touch zones such as arm and back can be aggressive.

Gestures :

Insulting gestures : There are many, many gestures that have the primaryintent of insulting the other person and hence inciting them to anger and a


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perhaps unwise battle. Single and double fingers pointed up, arm thrusts,chin tilts and so on are used, although many of these do vary acrosscultures (which can make for hazardous accidental movements when youare overseas).

Mock attacks: Gestures may include symbolic action that mimics actual

attacks, including waving fingers (the beating baton), shaking fists, head-butts and so on. This is saying 'Here is what I will do to you!' Physical items may be used as substitutes, for example banging of tables

and doors or throwing . Again, this is saying 'This could be you!' Sudden movements: All of these gestures may be done suddenly, signaling

your level of aggression and testing the other person's reactions. Large gestures: The size of gestures may also be used to signal levels of

aggression, from simple finger movements to whole arm sweeps,sometimes even with exaggerated movements of the entire body.

Open body language

A significant cluster of body movements are all about being open. This issometimes misinterpreted solely as indicating being relaxed and untense.Remember that perhaps the most significant part of being open or close isthe act of opening or closing. When you open or close, you are signaling achange in the way you are thinking or feeling, which is likely to be inresponse to what the other person has said or done.

Language of openness

The open stance has arms and legs not crossed in any way. They may alsobe moving in various ways.

Arms open Arms are not crossed and may be animated andmoving in synchronization with what is being said.

Palms are also relaxed and may be quite expressive, for exampleappearing to hold things and form more detailed shapes.

Legs open Open legs are not crossed. Often they are parallel.They may even be stretched apart.

The feet are of interest in open legs and may point forward or tothe side or at something or someone of interest.

Looking around and at the other person The head may be

directed solely towards the other person or may be lookingaround. Eye contact is likely to be relaxed and prolonged.

Relaxed clothing Clothing is likely to hang loosely and actionsto loosen clothing may take place, such as removing a jacketand unbuttoning a collar.


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Reasons for opening

There can be several reasons for open body language. In particularlook for the transition when the body opens and the triggers that mayhave caused this change.

Accepting When arms rounded and palms are sideways, theperson may be offering a 'mock hug', showing that they care forthe other person. Gestures may be slower and symbolizegentleness.

Passive threat An open posture may also be associated with apassive threat. When the person casually 'exposes themself', forexample by opening their body and looking away they areopening themselves for attack. When this is relaxed, it may be

saying 'I am so powerful and you are so weak, you are unable toattack me even when I am exposed.'

Aggression When there is tension in the open body, especially iffists are clenched, then this may be a sign of significantaggression. The person is effectively holding their body open inreadiness for a fight.

Aggression is also seen when the body is square on to the otherperson and is relatively close to them. Movements may beparticularly sudden and designed to test the other person'sreactions.

Supplicating When palms are held upwards, this may form apleading gesture and may be combined with lowering of thebody. This is saying 'Please don't hurt me'.

Opening the body in supplication is also saying 'Here, you canhurt me if you wish' and is equivalent to a dog who rolls over onits back and exposes itself to indicate that it is not a threat.

Relaxing And finally, the open body may simply be the body atrest, relaxed and comfortable.


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Managing MotivationLiterally, motivation refers to the psychological feature that arouses an organism toaction toward a desired goal; or the reason for the action; or that, which gives purpose,and direction to behavior.

In psychology, motivation is initiation or persistence of behavior, and is different fromemotions or personality traits. It is a temporal or dynamic state. A persons personalitymight be described sometimes as motivated but it is a status that changes and can beinfluenced with a goal in mind. On the other hand, anger, grief, happiness, etc areemotions and shyness, extrovert, etc are personality traits.Humans have an instinct that motivates them to do basic things for their own survival.This is a very primary motive survival. Accomplishing tasks that meets more than thebasic needs requires motivation as well. This could be the idea of success as foreseenby a person or any impetus provided to accomplish the task. In corporate world, moneyand status are the common motivators for work accomplishment. In Team Building wehave already discussed Maslows Hierarchy of Needs. So we know that a normal

worker will have growing needs as he progresses in an organisationBasic Regulation of BehaviourRewards and Incentives : As commonly seen in employment, monetary rewards suchas performance based appraisal or bonus and other incentives are used to motivateworkers to contribute their best efforts. This would be the goal of an average employeewhile putting extra work or taking initiatives. This is easily the most effective way to keepemployees content and motivated. However, if the employer is not able to deliver thereward or measures the workers skill poorly, this motivational tool may become blunt.Punishment :In most organisations, maintaining discipline is important to keep aconducive work atmosphere. This helps in ensuring productivity. Disciplinary measureswork as punishment to keep people in check. For instance in school we see kids

punished for improper dress-code. In sports, a referee and/or coach enforce rules of thegame.Aggression: Aggressive competition also motivates a person to achieve more than hewould normally manage to do. This aggression is moulded or directed to a positive forceof motivation to achieve targets.Stress: Stress affects Motivation adversely. When a person is stressed in his work hisoutput quality will be affected. His productivity may fall. Some Motivation techniques tryto improve work conditions to relieve stress. Any motivation, which does notcompensate for the stress of extra work, may turn out to be counter-productive.Secondary Goals: As seen through Maslows Hierarchy of Needs, a person will havedifferent levels of needs. The primary and secondary goals will have direct or indirect

motivation. In work environments money is considered indirect motivation and jobsatisfaction is seen as direct motivation. However this indirect motivator moneysatisfies the primary needs and hence could be a more effective form of influence.Coercion: Coercion refers to forced work not done out of free will of a worker. Ifpermanent, this amounts to slavery. Forced labour through intimidation is illegal. Onpositive ways it is used by some Governments in compulsory education on students orreformation on prisoners. Self-coercion is also possible by taking a vacation as a breakfrom stressful work, which is for our well-being.


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Motivation in the Workplace

In an office or other workplace the manager of the workers is assigned the task to keep the lattermotivated to do their job in the best capacity. This is one of the various responsibilities of the manager. Hehas to ensure that the employees are satisfied with the work environment and job. They also need tohave a positive outlook and be interested in the progress of the department, firm, or their own skills.

For all this, a basic understanding of human nature is also important. Research has been undertaken inthis field, notably by Douglas McGregor (Theory Y), Frederick Herzberg (Two factor motivationhygiene theory,) Abraham Maslow (Theory Z, Hierarchy of needs), Elton Mayo (HawthorneExperiments) Chris Argyris Rensis Likert and David McClelland (Achievement motivation.)

Performance is considered to be a function of ability and motivation, thus:

Job performance =f (ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is aslow and long process. On the other hand motivation can be improved quickly. Thereare many options and an uninitiated manager may not even know where to start. As aguideline, there are broadly seven strategies for motivation.

1. Positive reinforcement / High expectations2. Effective discipline3. Treating people fairly4. Satisfying employee needs5. Setting work related goals6. Restructuring jobs7. Base rewards on job performance

There is mostly a gap between actual state of an individual and his desired state. Themanager has the task of reducing this gap. Motivation is, in effect, a means to reduceand manipulate this gap. The motivator then aims to motivate the person in a particulardirection. This motivational system needs to suit the organisation as well. Job security iseasily the highest rated motivator. Next are advancement, job profile and companyprofile.

Job satisfaction makes the individual confident about his place in thegroup/organisation. Intense competition within the group can be counter-productive.Every worker needs to know if he has a long-term survival scope in the company. Afterthat they are more agreeable to contribute to new ideas, obedience and conformance torules/restrictions.


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Reasons to Run

The workplace sometimes is an eternal rat race; people chasing and outrunning others. There are specificmotives that empower each worker to strive for success or excellence. Knowing the reason and at timesproviding a reason to run the best creates a winning corporate entity. A good motivation providescompensation, boosts morale and improves quality of life.

1. What the employee wants: Some people work for money, some for personal fulfillment, somefor love of what they do and still others to make a change in the workplace or society. One cannotalways assign similarities to all the people in different organisations for their motivations. Butunderstanding these can go a long way in maintaining their enthusiasm and output.

2. R-E-S-P-E-C-T: The most basic motivator is providing dignity and respect to the staff. In subtleor demonstrative ways, one can give and as a reciprocal gain respect at the workplace. Simpleactions and words can change the way the people function and treat each other. Respect for afellow worker is essential in cordial and productive relations.

3. Feedback with Impact: The manner in which the feedback is delivered also impactsmotivation. Sincere and objective feedback is important but it should be used to guide and not de-motivate people. Thus the delivery of such feedback should take into consideration the events,premises and reasons for performance issues.

4. Show your appreciation: Showing your appreciation to co-workers and others at the officecan be done any day of the year. Be vocal about your Thank You. Identify actions you findadmirable. Celebrate small occasions and gift someone when they deserve it.

5. Trust Tops: Trust is the most essential aspect in a group or department for collective growthand achievement. Trust forms the basic foundation for effective communication, employeeretention, motivation and group dynamics success. Without trust there can be no productiverelationships at the workplace. Empowering the worker is also a way to build trust.

6. Motivational recognition: Providing rewards or promotions without reason or achievementcan raise doubts. Employers need to be clear about why someone has been rewarded. Othersneed to be shown what they have lacked and how to rectify the same. Also people who meet thecriteria and were not selected mysteriously would lose all motivation. Clarifying the appraisalprocess for everybody is in the best interest of the employer and the employee.

7. Raising Recognition: Often bosses point out as to why anyone should be recognised, after allthe person is doing his job. Successful bosses recognise the value of prioritising recognition.Small gestures go a long way in keeping the momentum up to desired expectations. Mostemployees feel more secure and content on getting recognition from their immediate boss. Apersonally written note, a verbal appreciation or a public show of achievement are useful ingetting the level of recognition to rise in the eyes of the employee and others.

8. Retain performers: One of the key duties of the manager or employer is to retain their topperformers. Yet they lose these good employees. Losing them costs more than their annualsalary to the company. Exit interview is a must to understand this aspect of exodus from acompany.

9. Delegation of Authority: Apart from division of labour another aspect to motivating the staff isto empower them with some amount of authority. These maybe choices, special roles,consultation, etc. Delegating the authority eases the managers workload while he can review to

get an overall picture. The employees feel responsible, appreciated and valued.10.Mentor: It is always difficult to build capable employees. Equal opportunity or training coursesdont build employees. Someone taking time out to help a fellow worker, to show him the ropes, iswhat makes practically efficient workforce. This eases the pressure on key people and also theworkflow is smooth in their absence due to capable people who have been taught to fish ratherthan being given ready fish.


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MANOJ KUMAR (MBA)

Motivational MeansOffice games: Various games can be played to boost morale and also develop mental skills. Work and

business-based training commonly concentrates on process, rules, theory, structure and logic, all of whichtend to develop and use the left-side of the brain. However, modern successful organizations rely just asheavily on their people having well-developed 'soft' skills and attributes, such as self-motivation,confidence, initiative, empathy and creativity, which all tend to use the right-side of the brain. The use ofrole playing games and role play exercises is an especially effective motivational and visualisationtechnique, despite people's normal aversion to the practice.More on Role-playing: Role playing has been around as a learning tool for a long time. Whenever weproject into the future in a kind of'what if' scenario we are indulging in a role play of some sort, we areprojecting ourselves into an imaginary situation where, though we cannot control the outcome, we cananticipate some or all of the conditions and 'rehearse' our performance in order to influence the outcome.The tenet 'I hear and I forget, I see and I remember, I do and I understand' is very applicable here. Ifused badly in a training environment the role play tool can be ineffective and sometimes even damaging.One of the main complicating factors surrounding role play is the attitude or emotional state of the people

taking part. Quite frankly, many people are nervous, even terrified, at the prospect of participating in a roleplay; not surprising when you hear about some people's unfortunate role play experiences.Be very clearabout what you want people to get out of the role playing experience. Muddy thinking at theoutset will result in muddy outcomes. Clear thinking and role play preparation result in clearOutcomesAre you assessing skills or are you developing them? If you are assessing people, they need to knowthe competency level expected of them and the brief needs to have measurable outcomes. People alsoneed to trust that the role play will have the same level of challenge for them and their peers. So, don't putpeople through an assessment role play until you know they have reached a certain standard (throughdevelopment activities and role plays).Are you giving everyone the same level of challenge, or are you flexing according to the level of skilldemonstrated by each individual? The former is more recommended for assessment, the latter fordevelopment.

Other points to consider:

Role playing can become ineffective if people are unclear about what they aresupposed to do.

Role playing briefs should contain enough information for both parties to engagein a believable and relevant conversation, which should be in line with theobjectives.

Avoid giving people the task of role playing attitudes alone; a well written brief willhelp to keep the role play focused and on track.

Adequate preparation time is obvious and sharing objectives will help the game.

In developmental role play, the option can be given to press the pause buttonwhere people feel they are getting into difficulty.

o Feedback: Feedback should follow SMART principles (Specific, Measurable, Agreed,

Realistic, and Time-bound). The order of feedback should be participant or participantsfirst.

Personal coaching, life coaching: Coaching is about getting the very best out of someone and

enabling them to make decisions that will improve their life. Coaches are hired for very manydifferent and diverse reasons building skills, new technology training, orientation, buildingrelationships, etc. A coach's job is not to go over old ground, be past-orientated or to force-feedinformation, but to work with clients to help them find the answers themselves and is thusdifferent from psychology, counselling or therapy. A coach who is himself an upbeat, positive rolemodel brings a unique way of developing people. It also produces great satisfaction in the coach


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to see that they can create successful people. Significantly, a consultant is a specialist in his orher field; whereas a coach is a specialist in coaching, and need not be a specialist in any otherfield. That is not to say coaches do not benefit from having expertise in a particular field, in factapproaching coaching from a particular expertise or niche is becoming more prevalent amongnewly-trained coaches. Common factors and reasons for coaches entering the profession:

o They like people and want to bring out the best in them.

o

They want to do something more fulfilling in their lives.o They want personal and financial freedom.

o Their family, friends and colleagues previously turned to them for advice and help - they

have natural 'people' skills.

References and Inspiration: Inspirational stories and quotes take people out of their normal

work environment creates new opportunities for them to experience winning, achievement, team-working, learning and personal development, in ways that are often not possible in their usualwork context. This visualisation of success and achievement is important in broadening people'shorizons, raising their sights, setting new personal standards and goals, and increasingmotivation

Important aspects of Motivation

In today's turbulent, often chaotic, environment, commercial success depends on employeesusing their full talents. Yet in spite of the myriad of available theories and practices, managersoften view motivation as something of a mystery. In part this is because individuals are motivatedby different things and in different ways.

In addition, these are times when de-layering and the flattening of hierarchies can createinsecurity and lower staff morale. Moreover, more staff than ever before are working part time oron limited-term contracts, and these employees are often especially hard to motivate.Definition of Employee Motivation"The heart of motivation is to give people what they really want most from work. The more youare able to provide what they want, the more you should expect what you really want, namely:productivity, quality, and service." (An Honest Day's Work (1988))

Advantages of Employee MotivationA positive motivation philosophy and practice should improve productivity, quality, andservice. Motivation helps people:

achieve goals

gain a positive perspective

create the power to change

build self-esteem and capability

manage their own development and help others with theirs.

Disadvantages of Motivating Staff

There are no real disadvantages to successfully motivating employees, but there aremany barriers to overcome.Barriers may include unaware or absent managers, inadequate buildings, outdated

equipment, and entrenched attitudes, for example:

"We don't get paid extra to work harder."

"We've always done it this way."

"Our bosses don't have a clue about what we do."

"It doesn't say that in my job description."

"I'm going to do as little as possible without getting fired."


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Such views will take persuasion, perseverance, and the proof of experience to break down.

Motivating Your Staff in a Time of Change part1

Employee Motivation Action Checklist

This checklist is designed for managers with responsibilities for managing, motivating, and developing staff at a time whenorganizational structures and processes are undergoing continual change.

1. Read the Gurus

Familiarize yourself with Herzberg's Hygiene theory, McGregor's X and Y theories and Maslow's hierarchy of needs. Although thesetheories date back some years, they are still valid today. Consult a digest to gain a basic understanding of their main principles; itwill be invaluable for building a climate of honesty, openness, and trust.

2. What Motivates You?

Determine which factors are important to you in your working life and how they interact. What has motivated you and de-motivatedyou in the past?

Understand the differences between real, longer-term motivators and short-term spurs.

3. Find Out What Your People Want From Work

People may want more status, higher pay, better working conditions, and flexible benefits. But find out what really motivates youremployees by asking them in performance appraisals, attitude surveys, and informal conversations what they want most from their

jobs.

Do people want, for example:

more interesting work?

more efficient bosses?

more opportunity to see the end result of their work?

greater participation?

greater recognition?

greater challenge?

more opportunities for development?

4. Walk the JobEvery day, find someone doing something well and tell the person so. Make sure the interest you show is genuine without going

overboard or appearing to watch over people's shoulders. If you have ideas as to how employees' work could be improved, don't

shout them out, but help them to find their way instead. Earn respect by setting an example; it is not necessary to be able to do

everything better than your staff. Make it clear what levels of support employees can expect.

5. Remove De-motivatorsIdentify factors that de-motivate staff - they may be physical (buildings, equipment) or psychological (boredom, unfairness, barriers

to promotion, lack of recognition). Some of them can be dealt with quickly and easily; others require more planning and time to work

through. The fact that you are concerned to find out what is wrong and do something about it is in itself a motivator.

6. Demonstrate Support

Whether your working culture is one that clamps down on mistakes and penalizes error or a more tolerant one that espouses

mistakes as learning opportunities, your staff needs to understand the kind and levels of support they can expect. Motivation

practice and relationship building often falter because staff does not feel they are receiving adequate support.

7. Be Wary of Cash Incentives

Many people say they are working for money and claim in conversation that their fringe benefits are an incentive. But money


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actually comes low down in the list of motivators, and it doesn't motivate for long after a raise. Fringe benefits can be effective in

attracting new employees, but benefits rarely motivate existing employees to use their potential more effectively.

Motivating Your Staff in a Time of Change part2

8. Decide on an Action

Having listened to staff, take steps to alter your organization's policies and attitudes, consulting fully with staff and unions. Considerpolicies that affect flexible work, reward, promotion, training and development, and participation.

9. Manage Change

Adopting policies is one thing, implementing them is another. If poor motivation is entrenched, you may need to look at theorganization's whole style of management. One of the most natural of human instincts is to resist change even when it is designedto be beneficial. The way change is introduced has its own power to motivate or de-motivate, and can often be the key to success orfailure. If you:

1. tell - instruct or deliver a monologue - you are ignoring your staff's hopes, fears, and expectations2. tell and sell - try to persuade people - even your most compelling reasons will not hold sway over the long

term if you don't allow discussion3. consult - it will be obvious if you have made up your mind beforehand

4. look for real participation - sharing the problem solving and decision making with those who are toimplement change - you can begin to expect commitment and ownership along with the adaptation and

compromise that will occur naturally. 10. Understand Learning Preferences

Change involves learning. In their Manual of Learning Styles (1992), Peter Honey and Alan Mumford distinguish four basicstyles of learning:

1. activists: like to get involved in new experiences, problems, or opportunities. They're not too happy sittingback, observing, and being impartial;

2. theorists: are comfortable with concepts and theory. They don't like being thrown in at the deep end withoutapparent purpose or reason;

3. reflectors: like to take their time and think things through. They don't like being pressured into rushing fromone thing to another;

4. pragmatists: need a link between the subject matter and the job in hand. They learn best when they can testthings out. t each of us learns with different styles, preferences, and approaches, your people will respond best to stimuliand suggestions that take account of the way they do things best.

11. Provide FeedbackFeedback is one of the most valuable elements in the motivation cycle. Don't keep staff guessing how their development,progress, and accomplishments are shaping up. Offer comments with accuracy and care, keeping in mind next steps orfuture targets.More Tips: Dos and Don'ts For Motivating Your Staff in a Time of Change

Do:

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