Is the Free cheap?

It was TIMES (of India sponsored) SANSKRUTI time!

Thane loves anything to do with cultural (Sanskruti for Culture in Sanskrit and most other Indian local languages) activities.

Since a last couple of years, the year had been beginning in Thane with a big bang of cultural programmes representing art from across India... be it 'Kesariya' song from Rajasthan in West to Manipuri dance from the far East and Kashmiri culinary art from the North to the Katthakali dance from deep South.

Among many other programmes to choose from, the celebrity stage was to present the pop-queen of India 'Padma Shri' Usha Utthup on the last day.

I was left with a coupe of tickets extra since my friend couldn't join due to his last minute commitment.

So I offered the tickets to someone standing near the entry gate eagerly trying to catch a glimpse of the stage: I've got this extra. Do you want it? Free!

He looked at me with suspicion about the 'Free' and turned his head away.

Then I walked a little. Asked a middle aged couple if they were interested. It's Free I said. They shrugged as if I was asking for some favour.

Finally I found two young (college going) boys: I've got this extra. Do you want it? This time I asked without saying it's Free. My intention was not to make it appear Free.

Momentary reply was No cash sir!

Then I explained to them (why) it's Free.

They grabbed it. I'm sure they must have enjoyed their grandma like Usha Utthup sporting her trademark Bindi on the forehead with a look of a lady in her 30s, with a soulful but melodious and powerful voice none less than that of a 17 year young girl.

Hats off to the talented 'Padma Shri' Usha Utthup for her lovely-n-lively presentation to a jam-packed 10,000 strong audience at the age of 70 with the same enthusiasm and passion that of (her own) 1970's.

The questions that brushed my mind were:

Although it may be inconsequential to the first couple of pairs to whom I asked, they lost the 'Free' opportunity that came walking over to them just because they didn't hear attentively to what I offered. Poor communication (perhaps from me)! Perhaps I asked wrong questions!

Often people tend to perceive before even they hear completely! 

People hardly listen actively!!

People have no value for the things they get free and get them without any efforts!

People choose to think Free is (always) Cheap!

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or consider sharing this post.

Listen To The Iceberg Beyond Tip

Big-Be Or Bug-Be !

Make It Simpler, Rest Will Follow

How To Make A Difference

Nauseous Communication Gaps

Do You Cleanup-After-Crisis

Raam or Krishna-Shyam: Tell me Hey Raam!

Will It Work Here? 

Some Moron ! Some Great !!!

That's How Morons Work

You seem Reasonable if you appear Un-reasonable

Smart-Moron Who Breaks Your Glass 

WOW Work-Culture: By Telling or Selling

Suggestions On-Sale, None-To-Buy

Can-changing-thoughts-change-a-nation

Ridiculous Poison-culture versus Maverick Kaizen-culture

Tolerate Once, Twice, Thrice?

That's how some business partnerships work

Taken-For-Granted ? You Deserve It !!

IQ-EQ-or-SQ: What-is-more-important?

Do you exercise your choice meaningfully

Do You Ask Right Questions? 

Take your career in fast lane!

Talent-Is-Latent: Enable It! 

Crying? It's time to kick-it-off! 

Is Your Job Boring!

Overworked? Tension? CPU of the mind hung-up? 
Eternally Happy! 
Take Habits For A Ride 
Are You Good If Others Are Bad?  
Want Need-Or-Want 
Success-or-failure! What-do-you-like?

Talent-Is-Latent: Enable It!

Business of the company that I went to assess was driven by research and development (R&D), high obsolescence of products and uniquely varying needs of customers.

High customisation was the order of the day. That in turn called for high level of customer contact and listening skills in order to capture voice of customer (VOC) precisely. This obviously calls for leadership skills to get it made in-house and get delivered before competition could do.

The need may appear unique to the company. But this in fact is the order of the day for most suppliers given the ever dynamic market place characterised by VUCA¹ and high level of competition.

While CEO of the company was keen to improve business processes to help retain their position externally, simultaneous concern was about 'attrition' he had been facing. Recently 'bought' talent also left, he complained.

Won't the training go waste under such circumstances, he feared.

Between the trained people leaving and untrained ones living (with you) for ever with their errors to annoy you, what is better?

Education, training and coaching builds people. Between 'Building' relevant skills captively versus installing 'Bought' skills as a foreign particle, what is preferable?

Companies need to understand that building pipelines of people is no less important alongside building the pipelines of products. In fact the former should be their prime agenda.

Why do people quit?
Especially those with high aspirations definitely do.

In fact, those without aspirations too move in absence of a conducive environment to hold them back. One of the major reasons of the other party leaving is indifferent treatment be it to people in general or to a customer in particular. 

So one of the most important portfolios of the CEO is not to leave HRD² to HR-D (HR-Department). Instead, creating culture that 'compels' people to stay back should be her hands-on agenda driven personally.

One can't ignore the fact that even seemingly dumb people have intelligence, so-called average though. It usually stays latent or dormant until challenged.

Leaving aside their own ego, superiors just need to facilitate unleashing it by making them feel confident and help them to realise their self-worth. They just need to be given an opportunity and a platform to shine. This can be done by encouraging them to express their thoughts, experiment corresponding changes in their work area without fear-of-failure.

It's a process of enabling³ people.

Once done, latent talent can be seen flowering and flowing-in smoothly. The pipeline of HRD can be seen getting 'built' that not only ensures employee retention but also creates a pull.

How to enable³ people?

First of all collect (Not Buy!) people who have fire-in-their-belly although with not-very-high aspirations and high-qualifications. Then enable³ them step-by-step. 

Step-1. Establish your credibility by demonstrating your actions on what you speak.

Step-2. Explain your expectations from them. Communicate your urgency and seriousness through complimentary evidences.

Step-3. Educate, train and coach them.

Education is to help them acquire goal specific knowledge.
Training is to help them acquire goal specific and industry-relevant, organisation-specific skills.
Coaching is to help them on 'Do-Why' and 'Do-How' in order to apply the knowledge and skills to enthusiastically achieve the goals of common good.

Step-4. Encourage, inspire & motivate to keep them engaged in the process. Give them a platform to showcase their talent and to shine.

Step-5. Empower them: Give them freedom-within-a-framework to experiment without fear of failures.

Step-6. Ennoble, means dignify them with high respect. Recognize & reward their achievements by actively listening to their efforts.

Step-7. Repeat the enablement cycle to take up higher challenges.

'Building' people rather than 'Buying' them is in a true sense creating a learning organisation as companies like Toyota do. It's their company level strategy driven by the top rather than merely a HRD² strategy left to the HR-D.

Footnotes:
1. VUCA: Volatile, Uncertain, Complex, Ambiguous. A term of military origin that represents warfare environment.
2. HRD: Human Resource Development.
3. Model 7-E© from Book "How To Enable A Change Process? Start-From-Self". Author: Shyam Talawadekar.

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post.

Taken-For-Granted ? You Deserve It !!
Strategise To Achieve Targets Daily
Does recognition really matter
IQ-EQ-or-SQ: What-is-more-important?
Do you know a Best-Career-Plan
Take your career in fast lane!
Succession-Plans In Fast Lane! 
Treat Root-causes, Not Symptoms !
Nauseous Communication Gaps
Do You Cleanup-After-Crisis
Raam or Krishna-Shyam: Tell me Hey Raam!
Will It Work Here? 
Some Moron ! Some Great !!!  
That's How Morons Work
You seem Reasonable if you appear Un-reasonable
Smart-Moron Who Breaks Your Glass 
WOW Work-Culture: By Telling or Selling
Suggestions On-Sale, None-To-Buy
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture
Tolerate Once, Twice, Thrice?
Make checklists your friends 
Make It Simpler, Rest Will Follow
How To Make A Difference
Big-Be Or Bug-Be !
A customer gets what s/he deserves: Shoddy Quality!
Listen to iceberg of VOC to acquire customers

Andon For Visibility Before 'Andolan'

It was a huge protest (Andolan!) after the infamous Delhi gang-rape in a moving bus and another one in Mumbai. As a reactive fallout, one of the actions was strict adherence to the rule: Windows of all vehicles should be transparent.

This action is to bring out visibility, failure of which might result into crises such as above. Focus of this blogpost is to bring out it's importance generically.

Imagine there's no timetable, be it of a train or an exam or of a training classroom. And one is forced to keep guessing time of arrival/departure of a train or keep shuttling around notice boards that are usually difficult to locate/access if at all they exist at corresponding venues. 

Imagine seat numbers not marked inside an outstation train compartment or a theater.

Imagine a speed-breaker is not painted and you bump into it at 40 kilometres per hour.

Above situations may be rare in some cases. Visual systems in above cases in particular might have got more or less matured due to fear of resultant chaos. You are lucky if bogie of a train arrives at a designated location-mark on the platform. Now-a-days (inside a local train as well) they announce arrival of stations. You are lucky if 'sometimes it functions'.

In organised workplaces such Visual Systems are known as Andon: A visual communication management innovation perfected by Toyota. An example closer to you might be a display of token number in a bank alongwith an announcement and hooter sound to attract attention.

But why aren't versions on similar lines practised in other professions and places? There's a tremendous scope for bringing out visibility in order to make work predictable, prevention oriented and simpler in many other situations. The productivity benefits to customers thereby outweigh the costs of doing so in geometric progression.

A medical professional, for instance, might be able to impress upon a patient about speedy recovery if he hands over a Do-Don't instruction to be adhered to (featuring a sketch on how they work).

An electrician could display some sketches of the Do-Don'ts in case of a trouble that he shoots at. An accident may get preempted or a breakdown may get attended to faster with such Do-Don't lessons.

A computer mechanic could display, say, a sketch indicating where frequently possible loose connections can be mended autonomously.

A 'customer service' window could have 'steps' displayed with necessary sketches in case of actions to be taken during 'what-if' situations. Their office inside has signboards, labels on racks, files, etc. instead of a mess. Corresponding delays may get eliminated thereby.

An organisation, for instance, could make it's career-plan-ladder self-explanatorily 'visual'. Attrition may get reduced as a result.

Absence of practices such as above are examples of poor visibility prevalent in typically complacent organisations.

Sometimes lack of visibility is inadvertent. Sometimes it's intentional in order to protect vested interests.

Poor visibility breeds abnormalities such as defects, delays, corruption,etc. Ultimately it leads to less optimised performance as well as spoiled relationships.

That's why excellent workplaces promote visibility in innovative ways by using graphs, pictures, radiant colors, blinking lights, hooters, etc. as done in Seiton practice of Five-S's. 

They know that Andon For Visibility is better than resultant Andolan due to lack of it. They know that it's as dangerous as driving on a heavily raining day with a very very poor visibility as low as a couple of meters.

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post via social media.

That's How Morons Work
Functional-Aesthetics
WOW Work-Culture: By Telling or Selling
Take Habits For A Ride
Make It Simpler, Rest Will Follow
How To Make A Difference
A Ride To Hell
Make checklists your friends 
Drove To Hell ... Almost !
Treat Root-causes, Not Symptoms !
Nauseous Communication Gaps
Do You Cleanup-After-Crisis
Raam or Krishna-Shyam: Tell me Hey Raam!
Will It Work Here? 
Some Moron ! Some Great !!!
That's How Morons Work
Suggestions On-Sale, None-To-Buy
Technology in-place, security dis-placed
Succession-Plans In Fast Lane! 
Prevention: The Best Cure! ... Is it really so?
How Many Times Do You Wash Hands
What You See Isn't What's Made
Am I 'Short-sighted' or 'Long-sighted'? 
Beware Of Political-Presentations
Do You Cleanup-After-Crisis
Hoarders Of Filthy Hoardings
Are You Good If Others Are Bad? 
 

Are You Good If Others Are Bad?

Last week just before conducting an audit for Continual Improvement Culture (CIC) in one of the companies in Western India, I asked the audience to self-assess and give a score for CIC at their workplace.

Few participants gave a score of 10%. Few others rated themselves on higher side with a score of 40% although they had just begun attempting the CIC initiative.

I proposed claps for those who rated themselves on lower side. Why? Because their score wasn't to underestimate themselves but it intended to show further scope for improvement.

A headline in Loksatta newspaper reminded me of this incidence. The news reported a minister (in a conference on Change) challenging Gujarat state touted as being ahead of Maharashtra.

How do you think progress of an individual or an entity be measured? What should be the measures of performance to decide who's ahead of whom?

Is it the result or the means to it or a combination of both? The means inter alia may include attitude, continuity and consistency of approach to help achieve the desired results.

If it was results alone then it's the Hare that would always get declared as winner. If it was the latter then it's the Tortoise that would always get declared as winner.

Actually it should be a combination of both. In addition it should include the rate of efforts applied while trying for enhanced rate of improvement. Outcome sometimes may be failures (to learn from) rather than expected improvements per-se though.

If you think this approach to measurement is right then the challenge reported in above headline seems confusing.

If the claim therein were to be right then:
1/ The rate of improvement of infrastructure in Maharashtra should have outpaced the rate of urbanization that of 50% as quoted by one of the economists during the same conference.
2/ The industry scions wouldn't have 'complained' of poor infrastructure and poor assistance by government as reported in the same conference.

Anyway, the point of contention is: isn't it in your own interest to compete with your ownself than with others. Its not necessary to show others down to show ownself up.

If at all one wishes to compare with others it should be with an intention to stretch own benchmarks. It should be to find out how far and how fast one needs to go in comparison and by what approach.

In short, it's good to think and take positive steps rather than otherwise.

It's good to aim at 'sky' as your template of destination. It's better than looking down upon other's garden to show your's to be better and bigger.

Also read a few relevant blogposts hereunder:

Make It Simpler, Rest Will Follow
How To Make A Difference 
Big-Be Or Bug-Be ! 
Treat Root-causes, Not Symptoms !
Nauseous Communication Gaps
Do You Cleanup-After-Crisis
Raam or Krishna-Shyam: Tell me Hey Raam!
Will It Work Here? 
Some Moron ! Some Great !!!
That's How Morons Work
You seem Reasonable if you appear Un-reasonable
Smart-Moron Who Breaks Your Glass 
WOW Work-Culture: By Telling or Selling
Suggestions On-Sale, None-To-Buy
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture
Tolerate Once, Twice, Thrice?
That's how some business partnerships work
Taken-For-Granted ? You Deserve It !!
Technology in-place, security dis-placed
IQ-EQ-or-SQ: What-is-more-important?
Do you know a Best-Career-Plan
Customer or Custo-Mer? 
Experienced A Delightful Payment !
An Experience of Heart-and-Soul
Less With More And More Gets Sore
Should one care for value? 
ABCD of India Shining
Beware Of Political-Presentations
Do You Cleanup-After-Crisis
Hoarders Of Filthy Hoardings

Talk in-order-to Listen!

I came across an old Argnetine proverb: 'He who speaks, sows; he who listens, reaps.'

A couple of days later, on whatsapp received a picture of Swami Vivekananda that says, "talk to yourself once a day... ."

Do these statements convey different meanings?

First one emphasises listening more than speaking: Listening to others! We are given two ears and one mouth as the rhetoric goes. I often tend to forget this though. Of course at times you need to speak on behalf of the speaker herself to validate that you have understood. This is active listening.

The second statement too emphasises listening but; Listening to self!

Once the art of 'listening to self' is mastered 'listening to others' gets easier.

How does one 'listen to self'?

At subtler level, an intelligent but difficult way is to meditate!

At gross level a simple way is to write a diary; daily if possible!

Some do write a diary but conventionally it tends to be a chronology of events and problems. 

To go any closer to what Swami Vivekananda says, the diary should be about drawing lessons from the events and from one's own behavior.

Then the diary turns out to be 'listening to self' in real sense.
Thoughts and your response to situations change thereafter.
The lessons learnt from mistakes, if any, help improve one's self.
Journey from reaction to pro-action (proactive action) begins.
A step taken towards excellence!

Someday a day dawns with an appointment of a beautiful, handsome, strong and excellent person: The Self: The one that Swami Vivekananda had in mind!

Also read a few relevant blogposts hereunder:

How To Make A Difference

Big-Be Or Bug-Be !

Nauseous Communication Gaps 

Will It Work Here? 

Some Moron ! Some Great !!!

That's How Morons Work

You seem Reasonable if you appear Un-reasonable

Smart-Moron Who Breaks Your Glass 

WOW Work-Culture: By Telling or Selling

Suggestions On-Sale, None-To-Buy

Can-changing-thoughts-change-a-nation

Ridiculous Poison-culture versus Maverick Kaizen-culture

Tolerate Once, Twice, Thrice?

Taken-For-Granted ? You Deserve It !!

IQ-EQ-or-SQ: What-is-more-important?

Eternally Happy!

In a Problem?: No Problem ! Dwell A While !!

Do you exercise your choice meaningfully

Do You Ask Right Questions? 

Overworked? Tension? CPU of the mind hung-up?

No Time? Micro-Meditate! 

Experienced A Delightful Payment !

I was working for this company for the first time.

As usual I sent my diagnostic questionnaire: The tool that helps me in weeding out conn-enquiries. Conn-enquiries are the ones that call for the sake of calling followed by a call to visit them only to have a cup of tea.

Such conn-companies don't realise that primary raw 'material' for offering services is time. Material for product offering can be kept in inventory. Time can't be inventoried: Once gone, is gone for ever. That's why even a TV mechanic or a water-filter mechanic charges visit fees.

So if a company doesn't help you in diagnostics you are likely to end up being a 'pig'. 'Three-Pigs' was the name of my first company where I was one of the three with a mission to scavenge in industries.

If the company answers diagnostic queries, it's likely to be serious and your time is likely to go to the needy. Moreover your time gets saved. Because many a time companies call you to ask the same questions they could have been answered on phone or by mail. Why waste fuel, time and energy kind of questions hardly bother them.

The company I am writing about responded the next day.

Asked for the path-ahead for lean journey alongwith my quotation.

My office sent proforma invoice the next day.

The company sent me their 'supplier registration form' by return with a request to "comply by return". It was followed by a reminder mail saying "Waiting for your immediate reply."

The form was one of the most complete ones that included all the information such as whether my office was a brick or a RCC structure. My office sent back the form promptly duly filled in.

Same evening I got a call saying "Your 'supplier registration' is complete. Please ensure to get bill alongwith you. End of your counseling you will get cheque in your hand."  Communication was crisp and clear.

Deliciously delightful experience! First of it's kind for me!

May be the company had timebound performance criteria for their delivery processes. But I had seen many companies in spite of having such criteria failing to pay even after a couple of years.

A typical Indian company paid me half the amount overdue to me after half century of telephone calls and five times more emails. It wrote-off half, paid me half after two years. That means the money was depreciated by half due to inflation. I have not considered cost of follow-ups though which is actually a part of any Indian's routine.

I used to call my customer-friend every time Sachin Tendulkar used to hit half-century expecting the Sachin-fan's mood to be good, but in vain.

Some such company's performance criteria is to keep more amount in credit than debit. Their unwritten rule is to delay payment multiple times the agreed payment time. Former should overrule the latter or vice versa whichever worked out favorable to them.

This 'taking others for granted' is a typical behavior in high mistrust societies. Hopefully my delightful experience is not a mystery. Actually much more than the performance criteria, it's the culture: the soft dimension that makes the difference.

The delight company happens to be an Indian subsidiary of a Japanese company perhaps richer in the soft dimension: The Kaizen Culture!

Also read a few relevant blogposts hereunder:

WOW Work-Culture: By Telling or Selling 

Make It Simpler, Rest Will Follow

How To Make A Difference 

An Experience of Heart-and-Soul

Take your career in fast lane!

Succession-Plans In Fast Lane!  

Nauseous Communication Gaps 

Do You Cleanup-After-Crisis 

Will It Work Here?  

You seem Reasonable if you appear Un-reasonable 

Can-changing-thoughts-change-a-nation

Ridiculous Poison-culture versus Maverick Kaizen-culture 

Tolerate Once, Twice, Thrice? 

That's how some business partnerships work 

Taken-For-Granted ? You Deserve It !! 

Customer or Custo-Mer?  

In a Problem?: No Problem ! Dwell A While !! 

Do You Ask Right Questions?  

Nauseous Communication Gaps

Put internet ON, she said.
Rushing to the WI-FI switch he replied: It is already ON.
Put it ON on the tablet I mean, she said
You should have said so specifically, he said while enabling WI-FI on tablet.

After a while accessing the tablet she asked: Why isn't the browser ON?

You told me to put the WI-FI ON on the tablet, he exclaimed.

Oh My God, you can't even do these simple things, she murmured. My reply to the email is already delayed by half an hour!

She appeared to exclaim at his weak IQ on jargons. Actually she wanted the Chrome browser ON. Due to lack of alignment on 'what to call what?' he went around doing rework (work to repair defect).

Often such communication gaps make work difficult in daily life. Not only do defective communications bring down expected performance levels but they also hurt egos being taken for granted. 

In fact, most problems in this world crop up due to communication gaps. Sometimes though gaps might have to be created strategically for common good as a Krishna tactic.

What's the solution?

Good to have a clear, concise and common understanding on terminology people use at a given workplace in particular. Say, 'WI-FI' for WI-FI switch, 'Internet' to enable WI-FI on tablet and Browser by its name 'Chrome', 'Dolphin', etc. as was needed in the above case. There should have been a common understanding on 'what to call what?' without diluting or mingling them.

In case of a workplace, terminology such as above might need complimentary labeling of a given equipment. Creative signboards might be needed for various spaces going beyond the conventional ones such as say a 'toilet', or a 'washroom', etc. They should visibly bring out differences among them with the help of icons or pictures or sketches.

Labeling, Signboards, etc. are a Seiton practice done in Five-S tool of Kaizen in order to remove ambiguities. They bring in uniqueness in communication. Defence services in particular use such uniqueness  very powerfully in order to prevent crisis from emerging in absence of that or in order to execute orders in split-seconds without defects in communication.

Bringing in common understanding such as above with a corresponding procedure in manual for work standards is actually a part of creating highly standardized workplace.

It's a must to reduce communication gaps at work. It's a must at home also in order to improve work although while doing so one might appear as an unreasonable, idiosyncratic fellow.

Also read a few relevant blogposts hereunder:

Prevention: The Best Cure! ... Is it really so?

Kaizen-on-Crisis-Situations

Treat Root-causes, Not Symptoms !

In a Problem?: No Problem ! Dwell A While !! 

Taken-For-Granted ? You Deserve It !! 

Tolerate Once, Twice, Thrice? 

Raam or Krishna-Shyam: Tell me Hey Raam!

Discrimination-is-Cremation of Law-&-Order (Part-1)

Discrimination-is-Cremation of Law-&-Order (Part-2) 

Discrimination Cremated! But How Long? 

Make It Simpler, Rest Will Follow

How To Make A Difference

A Ride To Hell

That's How Morons Work

You seem Reasonable if you appear Un-reasonable

Ridiculous Poison-culture versus Maverick Kaizen-culture

Tolerate Once, Twice, Thrice?

IQ-EQ-or-SQ: What-is-more-important?

Do You Cleanup-After-Crisis

In-big-problem? Wear-hats-to-solve-it!

Do You Ask Right Questions? 

How Many Times Do You Wash Hands

Make checklists your friends

Succession-Plans In Fast Lane!

How Much Can We Better Our Recruitment Processes?

In Order To Improve Knowledge, Skills, Attitudes, How Much To Add To Training Budgets That Are Already Heavy?

How Much To Better Our Succession-Plans?

These are some of the worries that keep haunting HR professionals. One reason is, increasing inventory of disgruntled employees. Employees disengaged due to job dis-satisfaction in particular in spite of having good systems in place. Other reason is attrition.

How to overcome this?
What is the solution to this dilemma?
How to reduce or prevent attrition?

Sometimes the causes might be aptitudinal. Sometimes it may be due to gaps in matchmaking at recruitment stage itself due to misleading presentations by either of the stakeholders.

It ultimately results into recruiting people and then figuring out how to fit square peg into round hole in order to accommodate them. Failure to do so results into branding them as defocused if they stay disengaged or as not-trust-worthy job-hopper if they quit jobs.

Hereunder might be a simple way to find out whether passions and aspirations of prospective recruits match that of a company's needs. HR professionals and companies might like to drive following steps to ease their worries.

Step-1: Prospects, both the recruiters and recruitees, need to look for matchmaking of mutual passions. Read blogpost that answers How To Take your career in fast lane!

Step-2: Prospective recruitees write their comprehension about thoughts expressed in the blogpost in maximum 50-words!

Step-3: Prospects write briefly about their own passions: Maximum 50-words!

Step-4: HR professional (assessor and selector) from recruiting company studies above 100-words in order to draw parallels. Based on the parallels s/he draws her conclusion on matchcmaking of passions and aspirations between the prospects and the company.

The findings might be given an appropriate weightage alongwith that of various other available criteria for recruitment.

In support of the above process, the recruiting company might like to design a few prompting questions that the recruitee answers.

Better the matchcmaking of passions and aspirations, better will be the mutual choices of recruits and companies, lesser will be the disengagement and better will be the Succession-Plans!

Also read a few relevant blogposts hereunder:

Take your career in fast lane!

Do You Ask Right Questions? 

Do you exercise your choice meaningfully

Overworked? Tension? CPU of the mind hung-up?

Prevention: The Best Cure! ... Is it really so?

Do you know a Best-Career-Plan 

Don't Forget: Stir-Coffee-Well !

Strategise To Achieve Targets Daily

Listen To The Iceberg, Not The Tip 

Nauseous Communication Gaps

An Experience of Heart-and-Soul

Taken-For-Granted ? You Deserve It !!

Be Bug-Be Or Big-Be ?

How To Make A Difference

Beware Of Political-Presentations

Raam or Krishna-Shyam: Tell Me Hey Raam!

The other day someone asked me how should s/he behave with a funny, unpredictable, sham character that always played games at workplace?

I told him to study the difference between epic characters RAAM and KRISHNA-Shyam in order to pick up a few cues and learn therefrom.

Both RAAM and KRISHNA (Shyam is his one of the famous names mostly used in songs and films) are epic characters to be learnt from while sailing through real life.

Both had good intentions!

RAAM always believed that - people always have good intentions, - people always do good. So RAAM always behaved 'good' with all people meaning he applied Saama (साम) strategies. He mostly left people, things and their given situations to themselves, open-ended in order for them to happen and evolve on their own.

Sometimes things did happen as 'good' because as in the epic called Ramayana those times were good as well as people were generally good.

KRISHNA (the character from epic called Mahabharata) also got good intentions delivered from others. But to get measurable delivery in a time-bound and desired manner, he had to keep changing tactics and strategies. He applied Saam (साम) strategies with Raama-like good people but applied guerrilla tactics and strategies (Daamaa-Dandaa-Bhedaa: दाम-दंड-भेद) with bad characters like KANSA.

KRISHNA kept modifying his strategies to suit a given situation because he had to achieve common-good while generally operating in bad times (Kalliyug: कलियुग). In Kalliyug one must face situations fearlessly and courageously.

One must read Bhagwad-Gita to understand Krishna philosophy. As Swami Vivekananda says, in order to understand it better, play football before reading it. You need to be strong physically and mentally to understand it's power.

What's the learning?

While leading our role in achieving a goal for common-good: Be RAAM-like with RAAM-like behavior of people.

But be KRISHNA-like with KANSA-like behavior of people.

A ©MaiKu Poem that the question inspired:

Whenever's a situation sham
Like Saama-Daamaa-Dandaa-Bhedaa' of KRISHNA-Shyam
Not 'Saama' like RAAM

©MaiKu Is My-Haiku
Freely ideate it's poetic rhymes
Any objective topic it chimes

Also read a few relevant blogposts hereunder:

How To Make A Difference

What do you do when a dog barks at you? 

IQ, EQ or SQ: What is more important

Do you exercise your choice meaningfully

Success Or Failure: What Do You Like?

Ridiculous Poison-culture versus Maverick Kaizen-culture

You seem Reasonable if you appear Un-reasonable

Tolerate Once, Twice, Thrice?

Suggestions On-Sale, None-To-Buy! Why? 

Taken-For-Granted ? You Deserve It !!

Nauseous Communication Gaps 

In a Problem?: No Problem ! Dwell A While !! 

Make It Simpler, Rest Will Follow

Today, 26th January, is the Republic-Day of India. 

Republic according to dictionary means: A state where sovereignty rests with the people or their representatives, rather than with a monarch or emperor; a country with no monarchy. Sovereignty means: The liberty to decide (choose) one's thoughts and actions. The state of making laws and controlling resources without the coercion of other nations.

So if good laws are made and corresponding procedures are made simpler, leaner and easier to follow then good governance follows.

All like good governance. There are exceptions of a few whose 'living' itself depends on non-governance.

For good or desired governance, voters need to choose (vote-in) deserving and desired people in government who make laws and procedures for governance.

An article on the republic day eve yesterday (the national voters day in India), reported that more than 40% of young respondents between 18-29 years age were not registered yet as voters. Top reason: Process of registration is cumbersome!

When things get difficult¹ to perform, people generally avoid doing the desired. Similarly, unless the process of voter registration is made simpler, prospective voters won't come out to register.

Apart from this, agent's businesses thrive on such difficult processes. Enemies of democracy proliferate. Their premium goes up. Authorities earn 'speed-money' to speed up 'difficult' processes. In the process of speeding up their side income, rules get a passé. 

Although at a premium, infiltrators fighting for their survival and to get a foothold in a foreign country go out of their way to foot the bill. Danger of dirty (read corrupt) candidates getting elected gets more likely. Governance getting a miss becomes more probable.

What's the solution?

People-in-power need to make processes and procedures simpler², leaner and easier. But they might take their sweet time to do so.

Meanwhile in their own interest, voters need to take that extra pain to register themselves. And then come out; walk that extra mile to:

Vote For Governance !

Rest Will Follow. In absence of that extra pain, the enemy within and the enemy outside both are sure to gain.

So on this Republic-Day, let's use that sovereign liberty and our choice in order to (as my MaiKu© poem on the subject goes):

Make It³ Simpler² n Leaner!
Rest Will Get Easier !!
Life Will Become Merrier !!!

MaiKu© Is My-Haiku
Freely ideate it's poetic rhymes
Any objective topic it chimes

Footnote

1: 3D: Dirty-Danger-Difficult work is avoided by people. A fire-fighter, for instance, won't willingly jump to fight a fire if he isn't protected by appropriate gears. Unless danger to his life is mitigated, he will not go out of his way to get people out of danger.
2: MISER: Minimize, Improvise, Simplify, Eliminate, Reduce
3: Things under our control

Also read a few relevant blogposts hereunder:

WOW Work-Culture: By Telling or Selling
Take Habits For A Ride
Discrimination-is-Cremation of Law-&-Order (Part-1) 
Discrimination-is-Cremation of Law-&-Order (Part-2) 
Discrimination Cremated! But How Long? 
How To Make A Difference
Big-Be Or Bug-Be !
Treat Root-causes, Not Symptoms !
Nauseous Communication Gaps
Do You Cleanup-After-Crisis
Raam or Krishna-Shyam: Tell me Hey Raam!
Will It Work Here? 
Some Moron Some Great
That's How Morons Work
You seem Reasonable if you appear Un-reasonable
Smart-Moron Who Breaks Your Glass 
Suggestions On-Sale, None-To-Buy
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture
Tolerate Once, Twice, Thrice?
That's how some business partnerships work
Taken-For-Granted ? You Deserve It !!
Technology in-place, security dis-placed
IQ-EQ-or-SQ: What-is-more-important?
Do you know a Best-Career-Plan
Customer or Custo-Mer? 
Experienced A Delightful Payment !
An Experience of Heart-and-Soul
Less With More And More Gets Sore
Should one care for value? 
ABCD of India Shining
Beware Of Political-Presentations
Do You Cleanup-After-Crisis
Hoarders Of Filthy Hoardings
Are You Good If Others Are Bad? 
In-big-problem? Wear-hats-to-solve-it!
Success-or-failure! What-do-you-like?
Do you exercise your choice meaningfully 
Do You Ask Right Questions? 

Listen To The Iceberg Beyond Tip

If you want to solve a problem accurately then first step is to define it accurately.

In order to define it accurately you need to listen to various versions of the problem. 

If we don't listen we'll end up learning only tip of the iceberg. Listening is "hearing what isn't said" as Peter Drucker emphasises about "The most important thing in communication".

We don't learn new things because we don't listen. Before even hearing completely, we silently get busy in strategising to speak out our disagreement with other's ideas.

Even in dictionary there's a difference between the two. Listening is 'to pay attention'. Hearing is to be able to 'perceive' sounds that fall on ear.

Most often we get distracted by the speaker's inability to communicate. In a given situation, rather than grabbing her real feelings and the content s/he tries to present we lose most of the information, inadvertently at times. 

Many a time thoughts presented to us get sensored by the presenter depending upon her hidden agenda. It could be dangerous if one gets influenced by presentation-quality of the presenter under such circumstances, be it a customer, a supplier or an employee. Better the presentation better is the impression likely to be and vice versa. 

But after all an impression need not be a reality. As a result we end up 'perceiving' depending upon our impressions and what we hear.

Listening is 'to pay attention' to the deeper content and feelings scratching beyond the surface. In other words, to put it more accurately, we need to actively-listen.

Active-listening is like the way a mother 'listens' to her child. Even an illiterate mother is able to do so to her new-born one. She has her own way to find out what the child tries to communicate through her crying 'speak'. She 'throws' various options at the child and does a quick 'mix-n-match' of the 'contents' to find out near-perfect need of the child. She creates easy channels of communication and keeps them open through her judgemental PDCA¹ cycles in real time until the problem is captured and solved in totality.

This is an important skill to improve behavior of people and to improve relationships with an aim to resolve conflicts between two people or among groups of people.

Intent of the listener should be unbiased though. 

In case of a fight between two children, for instance, a matured mother would listen to content (complete facts) and sense negative or positive intent if any of both the sides with a positive intent of resolving conflict for common-good.

Extending this analogy of lack of positive intent by the big brother further one would be able to find out roots of why and how 'gossipers', 'informers' and 'frenemies' (enemies who 'act' like friends) get born in various settings and walks of life. 

So if you don't want to get disappointed later it's important to focus more on content and the intent of the speaker (the need to be a good listener) rather than fluency and beauty of communication (the want of a bad listener). Better to focus more on substance rather than style.

That way not only presence of a person is more likely to get recognised and respected but also iceberg of the problem is likely to be acknowledged and captured more accurately. 

Correct definition is like reaching half the solution to the problem. Rest half gets addressed with continued active-listening.

A MaiKu© poem on the subject:

Rains out-of-season

Child cries at 3 A.M. for no reason

Miss the bus on most occasion

MaiKu© Is My-Haiku

Footnote-1 ¹PDCA cycle of improvement as in Kaizen: Plan or Assess. Do or pilot-implementation as per preliminary assessment. Check or Validate the pilot-implementation before full implementation. Act or Improve by next cycle of assessment.