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Posts Tagged ‘Management’

M is your guy to grab…not many around like him.

Read on to know what I meant:

Episode 1: When he stopped ‘it’ in its tracks…unbelievable!

He was visiting Hyderabad (Begumpet airport, Secunderabad) from Chennai, in by the morning and scheduled to return by the evening flight 6.30 pm, flying both ways on propeller-driven Avro.  Till 5.30 he was checking up regularly on flight departure and he was told it was uncertain due to unfavorable weather conditions at Chennai. And then they said the flight was cancelled for the day. M happened to be nearby and hence rushed to Indian Airlines office to check on alternatives available – booking wasn’t online then.

He was in their office by 6 pm when he learnt the Avro flight was after all leaving on time! He blew his top for the  misinformation and insisted on taking that flight as he would be able to reach the airport in the next 10 minutes. It wasn’t possible, he was told. Not one DNA’ed to take a ‘no’, M insisted they inform the duty-officer (DO) at the airport about his coming in regardless. Disconnecting without waiting for a response, he rushed to airport and was at the counter by 6.25. The staff quite expectedly refused to check him in. He rushed to the DO who also regretted his inability to help, pointing out to the aircraft all ready to move with the ground staff closing the formalities and giving thumbs-up to the pilot. He threatened the DO he’ll rush out and stop the aircraft which is what exactly M did next! He jumped the security; chased by all including DO, he outran all of them reaching the aircraft just then beginning to move.

Fearing worse, the DO did what he could to keep M out of his hair: the aircraft was halted, the ladder expressly brought in, a boarding-pass printed…was he happy to see M’s back as the door closed!!

Today, of course, a mere attempt in the direction or even an expression of such intent would get him arrested!

Episode 2: Just the man for the herd

The Air-India flight from Dubai to Mumbai was for some reason diverted to Delhi. Obviously there was total commotion and clamor for seats to make the onward journey. The staff at AI counter were simply unable to handle the onslaught. Just the scene cut out for our man to jump in. M managed to push himself to the front – his lean frame lets him move edge-ways! – climbed onto the counter and raised his voice to cow down the belligerent passengers to some order. He then asked them to make up different queues: one for families with small children, another for senior citizens and, lastly, others. Further M declared seats shall be allotted in the same order of the queues i.e. beginning with the families with small children. Some in the third lot were not happy with it, pressing on their needs as urgent over others. He got the duty-officer (DO) also to make a concurring announcement and stick with it.

M made his wife and children (not small) to stand aside, not wanting to be seen as self-seeking. Thence it was smooth-going: the first lot and the second were accommodated in full. About a third of the rest could also be pushed through before the flight was full up. The remaining, including his family, had to perforce wait for another flight. He arranged with the DO to authorize priority seating for them on the next flight. Finally when the counters opened for their flight, our man duly queued up with others. That’s when he was called to meet up with the DO. The DO thanked M heartily for helping them manage a chaotic scene and gave him the glad tidings of an upgrade for his family and him to first-class – a fine gesture from AI!

These two episodes – it wasn’t easy to choose from the many on hand – give you a flavor of what M was and is.

It may just be possible yet to tempt M with a challenge, to come out of his peaceful retirement in a community off the city of Mysore. A word of caution however: liaising, lobbying, scratching people’s back…are not M’s cup of coffee as also underhand dealings of any kind. A square-shooter of the old school, that’s what Mani is and what you get, dealing with him.

 

End

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At least to me, it’s new. Never thought the joke could be on us, not about someone from south-of-boondocks as I had imagined.

A policeman sees a drunk staring at the ground beneath a streetlight. “What are you doing?” the cop asks.

“Looking for my keys.” says the drunk. “I dropped them in the dark alley over there.”

“Then why are you over here?” asks the policeman, confused.

“Because the light’s so much better over here.”

The streetlights are our controlled environments where we look for answers —labs, classrooms, fixed timetables, and clear metrics. But things are more fluid in the real world. For that we need to rely more on tacit knowledge from our experience

End

 

 

Source: conversationagent.com/2016/07/striving-for-conciseness-and-clarity.html while talking about ‘Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making’, a book by research psychologist Gary Klein, a pioneer in naturalistic decision making.

 

 

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you getting monkeys is not just with hires. Goes for vendors, contractors, third parties…

This is for the managers and executives priding on their ability to squeeze every freebie, concession and discount out of their beleaguered vendors.

Here we go:

The  headman from the painting cum landscaping company  was speaking with the hard-driving customer about the job awarded to them.

Laying-Turf  jokesoftheday.net

In the first room, she said she would like a pale blue. The contractor wrote this down and went to the window, opened it, and yelled out “GREEN SIDE UP!”

In the second room, she told the painter she would like it painted in a soft yellow. He wrote this on his pad, walked to the window, opened it, and yelled “GREEN SIDE UP!”

The lady was somewhat curious but she said nothing. In the third room, she said she would like it painted a warm rose color. The painter wrote this down, walked to the window, opened it and yelled “GREEN SIDE UP!”

The perplexed lady then asked him, “Here I’m telling you what to do and you keep yelling ‘green side up’?”

“I’m sorry,” came the reply. “them…are laying sod in the front and around.”

End

 

 

Source: Adapted from jokesoftheday.net

 

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bea16f181b9553084879e01c5be59e2f patch com

There was a King who bred 10 wild dogs. He used them at his whim and will to torture public servants in his court who fell out of favor.

So one of the ministers once gave an opinion which proved to be wrong, and the King didn’t like at all.

So he ordered that the minister to be thrown to the dogs.

The shocked minister pleaded: ‘I served you 10 years with my sweat and blood and you do this?’

His pleas fell on deaf ears.

‘Okay, so be it. Please give me 10 days before you throw me in with those dogs.’

The merciful King conceded.

The minister went to the guard in charge of the dogs and told him he wanted to serve the dogs for the next 10 days.

The guard not knowing the reason was baffled. But he agreed.

So the minister started feeding the dogs, cleaning for them, washing them, providing all sorts of comfort for them.

So when the 10 days were up, the King, true to his word, ordered that the minister be thrown to the dogs for his punishment.

But when he was thrown in, everyone was amazed at what happened – they saw the dogs licking the feet of the minister!

The King did not like what he saw.

He asked petulantly: ‘What ever happened to the dogs? Do they know what they are doing?’’

The minister spoke up: ‘I served the dogs for 10 days and they didn’t forget my service. And I served you for 10 years and you forgot all about it in a trice.”

So the King realising his mistake made amends…

and got crocodiles instead for the minister and the dogs.

When the mighty make up their minds the meek don’t stand a chance.

End

 

PS: You may read ‘Authority’, ‘Government’, ‘Management’…for the ‘Mighty’. Need I add attribution to Chanakya is advertently erroneous 🙂

Source: facebook.com/groups/101024580247213/ (Gautham iyengar) and image from patch.com

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Who_Wants_Change

I’m doing fine as is.

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Source: Internet
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Project-Management premium.wpmudev.org

There was a news item recently in the press about Tata Consultancy Organization (TCS) planning to lay off 30,000 professionals accompanied by words on the ‘big corporate for-profit exploiter’ from some of those impacted or to-be guys for the human element in the story. The guys, it seems, are largely managers with 8 to 10 plus years of experience.

The company has denied it saying the annual weeding out exercise would be only to the extent of 2% to 3% of total strength as it has done in preceding years.

Let us assume for a moment the company is true to its word and there are no compelling reasons of business downturn warranting a bigger-than-usual axing.

While the development is certainly unfortunate especially for the affected, it is hardly surprising. And I’m sure it is neither sudden.

Why does this happen?

When it comes to weeding out, the organization looks at the value an employee brings to the operations in a series of assessments. This is even more significant at senior levels as these guys are pricier and hence most vulnerable.

The avenues available to a senior (a project lead or a manager) to enhance his contribution are essentially in two directions: a) He contributes to the project he is managing/involved or b) He contributes to some corporate objectives not linked to his project. In many organizations seniors are mandated to wear both the hats to get more out of their strengths and maturity.

As far as direct contribution to the project goes, opportunities are many:

1. Of direct and high impact for the organization of curse is to mine the project/account to increase the billing incrementally/strategically. Or, to wow the customer on scope,cost, time, performance or quality parameters of the project.

There are a number of other ways to step up the value (not in any order):

2. Reduce income leakage by handling the lost hours.

3. Increase productivity by using tools, cutting waste, streamlining processes, etc.

4. Flatten the cost pyramid by substituting more junior resources in place of seniors

5. Get the customer to sponsor an incentive plan and other recognition schemes for the team. While the costs incurred in these schemes are low the returns are manifold.

6. Develop it as a reference account/project by putting together, solution stories, application/technical notes, and other marketing/sales assets.

7. Get the customer to agree to site visits by prospects.

8. Get the customer to speak in the organization’s promotional events.

9. Generate newer views of the project by formulating imaginatively metrics to address his pain areas. For example, mapping the change-requests to physical pieces of code would be useful in pointing out which modules are hit by poor articulation of requirements, lack of coding skills or sheer business volatility.

10. Reduce the hassles of dealing with the team in some perceptible manner. For example, cut back on the communication load.

11. Alter some service parameter to customer’s advantage like coverage/turnaround times.

12. Engage the customer to gain a business perspective and his plans, to support mining efforts.

13. Harvest reusable/training assets.

14. Validate and refine quality assurance/productivity/staffing/estimation/methodology models/norms.

15. Groom junior resources in technical and soft skills. In one project, juniors took turns to be present when the lead reviews with the customer to improve their reviewing, communicating and objection handling skills.

16. Stand by him by going beyond the letter during his crisis time.

I’m sure you have a few other ideas too. The opportunities are many limited only by imagination.

So what is holding you back, friend?

If the project is a dead-end kind offering no scope for any initiative at all over an extended period of time, it’s time to move on to another project or even organization.

End

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Q: The concept of ‘nishkama karma’ (work without attachment to the outcome) espoused in Bhagwat Gita seems to allow for employers to deny employees and also to accept perfunctory performance. What is it for real?

A: As you suspect the concept runs much deeper. Let me explain:

At our work-place a role is assigned to us: a salesman, a fitter, a coder

Each of these roles has a code of conduct specifying behaviors implied by the role. This is in essence the dharma of the role. It is usually prescriptive focusing on the steps more than the outcome. We must consider ourselves sworn to uphold the role’s dharma. This is exactly like the Hippocrates’ Oath associated with doctors (though contrary to common belief, they don’t take the oath). We’re required to practice the role dharma to the best of our abilities.

Since our behavior is demanded by the role and its dharma, in a way, we could say we are employed not so much by the employer as by the role. At the next step of simplification, it gets even more interesting. If we fold the abstract into the real i.e. if we merge the role with the man, it turns out we’re our employer!

Now, does this mean while we perform like we’re our own employer, the real employer takes advantage of the situation?

Well, to be honest, he might. Note most importantly our behavior however is not affected by the adharmic behavior of the employer. It is perfectly legitimate to counter the adharma of the employer through our efforts of assessing the situation (is the employer truly adharmic?), negotiating with him and employing other persuasive tactics to make him see reason and finally work out an acceptable middle-ground or even accept the employer’s position. As a last resort, the dharmishtan (practioner of dhrama) may decide to move away to a more conducive location – not a desirable outcome for the employer if he knows what’s good for him.

In our daily lives we interact with numerous entities that may or may not practice their respective dharma’s to our disadvantage. For instance a vegetable vendor may overcharge for his produce.We are free to counter these as we see fit not largely affecting our practice of dharma.

In real life things get a little more complex. Firstly each of us plays a multitude of roles at different times and in different contexts: an employee, a boss, a father/mother, a son/daughter, a husband/wife, a customerEach of these roles has its own dharma. Where is the role’s dharma written? It can’t be in the ancient texts since some of these roles are entirely contemporary. Actually it is a lot simpler than it appears. For instance any service related role would imply striving for satisfaction of its customer through some service-specific means, etc. etc. At the time of marriage we take a lot of oaths (unfortunately we in India hardly understand what we mouth as these are in Sanskrit) about our conduct with our spouses as described in old texts/scriptures. A practical subset of these oaths could serve as the dharma for our role.

When we do this across all roles we play, does it result in a bewildering variety of dharmic prescriptions, too many to keep track? Fortunately it is possible to reduce all of these to a few strong injunctions like the Ten Commandments – a list that we created, believe in, strongly motivated to uphold in our lives. More enduring than the use of carrot and sticks. Examples: I’ve tried to inculcate in my daughters from young as part of ethics in life: ‘Don’t touch what does not rightly belong to you.’ A professional’s dharma would include the obligation to deliver the best service/solution for his customer. It implies the professional must update himself with recent developments in his field. Of course these dharmic mandates may carry realistic qualifiers.

Coming back to one of the original questions: Does the concept of nishkama karma breed mediocrity? The answer is: The criterion for good performance is already built into the role dharma. Thus below-par performance cannot be passed off as dharmic compliance.

One final question – why are we introducing a fancy term dharma? Isn’t the term ‘duty’ adequate for the purpose?

Well, a big no. The terms dharma and dharmishtan are much more powerful concepts. They connote ownership, empowerment, self-image and even pride in the practice.

Note the above concepts are secular and simply practical – by no means altruistic.

Hope this clarifies.

So where do we go from here?

It’s quite a light and simple process. As an illustrative example, let’s take a software development shop and a professional working there in.

We give him a small set of dharmic principles that emanate from the organization’s vision and culture. We give him the choice of adding a few on his own, of course, in line with the operations of the organization and his role. We agree on how to look at his compliance over time. After,say, six months or so we do a supportive review to figure out how far he is gone in building the persona for himself. Note these principles are not to be confused with KRA’s or performance goals. Neither do we interfere with the customary review/appraisal process until we have more data and maturity in this experiment. The dharmic principles are not so volatile over time, they are not project specific, they are more to do with what is right for the professional to do in his role. Example: The bane of most organizations in this space is the failure to share knowledge. Would it get better if this is incorporated as a dharmic principle that he proudly owns as part of his professional persona?

Well, needs to be tried out.

End

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