Promise Yourself

To be so strong that nothing can disturb your peace of mind.
To talk health, happiness, and prosperity to every person you meet.
To make all your friends feel that there is something in them
To look at the sunny side of everything and make your optimism come true.To think only the best, to work only for the best, and to expect only the best.
To be just as enthusiastic about the success of others as you are about your own.
To forget the mistakes of the past and press on to the greater achievements of the future.
To wear a cheerful countenance at all times and give every living creature you meet a smile.
To give so much time to the improvement of yourself that you have no time to criticize others.
To be too large for worry, too noble for anger, too strong for fear, and too happy to permit the presence of trouble.
To think well of yourself and to proclaim this fact to the world, not in loud words but great deeds.
To live in faith that the whole world is on your side so long as you are true to the best that is in you.

Christian D. Larson

Confidence

Confidence- belief in oneself. full trust; belief in the powers, trustworthiness, or reliability of a person or thing:



Self Confidence



We have every confidence in their ability to succeed. Self-confidence does not necessarily imply 'self-belief' or a belief in one's ability to succeed. For instance, one may be inept at a particular sport or activity, but remain 'confident' in one's demeanour, simply because one does not place a great deal of emphasis on the outcome of the activity. The key element to self-confidence is, therefore, an acceptance of the myriad consequences of a particular situation, be they good or bad. When one does not dwell on negative consequences one can be more 'self-confident' because one is worrying far less about failure or (more accurately) the disapproval of others following potential failure. One is then more likely to focus on the actual situation which means that enjoyment and success in that situation is also more probable. If there is any 'self-belief' component it is simply a belief in one's ability to tolerate whatever outcome may arise; a certainty that one will cope irrespective of what happens. Belief in one's abilities to perform an activity comes through successful experience and may add to, or consolidate, a general sense of self-confidence.

When an individual has a generally nonchalant attitude toward life they can also appear very self-confident when this is not necessarily the case. Instead it is likely that the individual has a poor coping style and does not realistically evaluate situational consequences; and usually the feelings of others. For this reason they may also appear arrogant because they may demonstrate an air of superiority and a lack of concern towards the welfare of others as they evaluate consequences and the feelings of others to be insignificant rather than acceptable. The more marked this attitude is the greater is the likelihood of psychopathology.

Self-Confident

Doing what you believe to be right, even if others mock or criticize you for it.


Being willing to take risks and go the extra mile to achieve better things.

Admitting your mistakes, and learning from them.

Waiting for others to congratulate you on your accomplishments.

Accepting compliments graciously. “Thanks, I really worked hard on that prospectus. I’m pleased you recognize my efforts.”

Low Self-Confidence

Governing your behavior based on what other people think.

Staying in your comfort zone, fearing failure and so avoid taking risks.

Working hard to cover up mistakes and hoping that you can fix the problem before anyone notices.

Extolling your own virtues as often as possible to as many people as possible.

Dismissing compliments offhandedly. “Oh that prospectus was nothing really, anyone could have done it.”

Cell Phone Etiquette

Cell Phone

• Do not try to impress the people around by flaunting your latest gizmo


• Do not use annoying, disturbing, jarring, funny ring tones

• Respond within three rings

• Don't shout over phone.

• Your volume level of speech should be such that it does not disturb the public

• Do not wear the ear piece when not using your cell phone

• Switch off cell phone or keep it at vibrate or silent mode at public places like school/college class room, hospital, theatre, cinema hall/multiplex etc

• Switch off completely while traveling on an airplane

• Do not use cell phone while driving

• Do not ring people at in-appropriate timings, places or situations

• Do use cell phones in any emergency- that is the real use of cell phone

Managing Angry Callers

Angry Caller

• Listen his problem or complaint carefully


• Do not interrupt him, let him finish the whole thing first

• Do not show off or act smart

• Do not say, "you are wrong"

• Empathize with him

• After he has finished, if appropriate, you may use the expressions like: I am sorry for the inconvenience or I appreciate what you are saying and in your place I would have been upset too

• You should be good in your area of work and investigate about his complaint or problem and solve it

• If you cannot solve immediately, tell him the process of solving the problem and how much time it would take to solve

• Do not mislead him

• Call him back when you have the solution/information and give him that communication at the earliest possible; this feedback is important

Telephone Etiquettes

Phone Etiquettes

Placing a Call


• Keep the frequently called numbers handy
• Double check the name of the person you want to call
• Do you know how to pronounce his name?
• Is the phone number correct?
• Is it an appropriate time to call?
• Ask caller if it is OK or convenient to speak?
• If the line has disturbance, tell the caller that you will call back

Some Basic Guidelines

• Identify yourself when making a call
• Address the caller by his name in a courteous manner
• Keep conversation brief
• Never be curt
• Never be impatient
• Listen carefully
• Do not interrupt
• Do not eat or chew something while speaking on phone
• If you wish to put the caller on hold, request his permission to do so
• Close your conversation with an appropriate salutation
• Let the caller hang up first
• When you receive a call, pick up the phone within three rings
• Answer the call
• In case of missed calls, return the call within a reasonable period of time


While Speaking

• Prepare and plan the contents and sequence of your communication/conversation
• Speak slowly
• Pronounce words correctly
• Don't mumble, speak clearly
• Use good mannerly language
• Don't be crude in your expressions
• Use appropriate salutations at appropriate times during the conversation
• Use phrases/words like: I appreciate your assistance, Thank you, May I request you, etc

Placing Call on Hold

• Request caller if you can keep on hold
• Show courtesy in your communication
• In case it is taking long time, keep coming back to caller and tell reasons of the delay
• Tell the duration of wait time or delay and ask caller if he will like to be put on hold for that much duration
• Offer to call back if the delay is more and caller does not want to be put on hold for that long

Wrong Numbers

• If you reach a wrong number and you are told that it was a wrong number, express regret
• If someone calls you by mistake, inform the caller politely that he reached a wrong number
• In case the caller has reached you while trying to reach another person in your organization, help him out by giving the correct phone number if you can find out or transfer the call to the right person

Corporate World

How you Communicate is More Important than what ?

Once early morning around 6-30am, I went to a Hotel and had a cup of Tea.


He gave me a bill for Rs.4/-. I had Rs.100/-note in my pocket. I along with the bill gave Rs.100/- to the Cashier.

The Cashier, moment he saw Rs.100/-his BP raised, started shouting at me, telling me that " what Sir, you are the opening Customer, You have dressed so well, should you not check before coming whether you have Rs.5/ or Rs.10in your pocket, if 10 customers if they pay like this where do I go?"

Straightaway come and have the Tea is it, he said"

After small gap of Time I asked him Sir, did you finished your Talk?

He asked me why?

I said, because I want to speak.

He asked me What?

I told him, You have given me a cup of Tea, No Dispute

I had a Cup of Tea ,No dispute

You Have given the bill for Rs.4/-,No dispute

I have Paid the amount No, Dispute.

But at One point I have a Dispute.

He asked me what?

I told him,

I never asked you for the change, I have only paid the amount. Why we should quarrel?

He asked me You don't want Change?,

I told him, not like that, you Keep Rs.100/-with you,

I keep coming this road every day,

on the day, you have Rs.96/-I will collect it

or on the Day I have Rs.4/- I will give it you, if you have Rs.100/-you can give me.

Why we should quarrel, we have not come here to kill each other, let us be good friends I said.

I shook his hand and left the place.

He calls me back, excuse me Sir,

He slowly puts his hand in the watch pocket, removed a small Key, opened the Cash Box Counted Rs.96/-paid and said SORRY Sir,

And He asked me, "Sir will you please have another half a cup of TEA," I said come on bring it.

I had another cup of TEA. In Rs.4/- I had two cups of Tea.

From then on He became very close to me and I was given special Treatment.

From this experience, What We can learn? How you communicate is More Important than what you Communicate.

You should win but you should not lose the other person, that is effective communication.

Buffalo and Fish - Superleader Theory

Manz and Sims also gave a flight of the geese model of leadership they term "Superleader." The Superleader theory calls to mind the work of Frederich Nietzsche, who advocated a superman/ superwoman model of leadership. For Manz and Sims, as for Belasco and Stayer; this means making nearly everyone in the organization a leader. Like Nietzsche, they consider the modern heroic leader to be an out-dated myth.

According to Sims and Manz (1995) a Superleader leads others to lead themselves: "Give a man a fish and he will be fed for a day; teach a man how to fish and he will be fed for a lifetime". Their typology is composed of four leadership styles: Strongmen, Transactors, Visionary Heroes, and Superleaders.

Strongmen- When firms perform poorly, leaders get tough, which translates into lower rewards for employees." This is a hard-nosed boss who laid out his expectations firmly and loudly. He is a dictator whose style is to intimidate. The Strongman leader exhibits behaviours suggesting that she or he knows the "right" way and the follower should obey or else.

Transactors - For this leader, the power moves are all for self glorification. Transactors use rewards, rather than retribution. Everything is incentive-based, and as a result, employees are motivated to perform well enough to collect the reward; but not to do their best. The Transactional leader archetype has its genesis in the exchange leadership theory.

Visionary Heroes- lead by inspiration, evoking an emotional commitment on the part of followers. e.g. Joan of Arc, Martin Luther King Jr., John Kennedy. They inspire and exhort, persuading with the glory of their mission and their own personal charisma. Manz calls these followers "enthusiastic sheep." The Visionary Hero leader archetype has its genesis in the transformation leadership theory.

Superleaders- they teaches others to fish, to develop their own skills in self-reliance, initiative and self-management. There is a strong focus on self-managed work teams and empowerment. Superleaders question routines. Superleaders drive their company from the bottom up, seeking wisdom and direction from their subordinates--and creating a feeling of ownership among them

SuperLeaders turn followers into self-leaders. The assumed advantage is that superleader teams of self-leaders will be more flexible and react quicker to changes in the market than in the command and control model of autocratic leadership. Superleader workers must be highly-skilled. Chopra argues that superleaders work to strengthen their associates' self-esteem. 

A superleader’s brief is to spot and liberate this ‘leader’ in every employee. And, this liberation cannot happen overnight. It is often the result of a continuous effort at developing individual capacity of every employee till they realize their optimum potential to act in a responsible manner". (Chopra, 2000).

Sims and Manz have seven steps to develop Superleaders:

1. Become an effective self-leader

2. Model self-leadership

3. Encourage self-set goals

4. Use rewards and constructive feedback to develop self-leadership throughout the organization

5. Create positive thought patterns

6. Promote self-leading teams

7. Facilitate a self-leadership culture

The authors attack "heroic" leadership as a traditional myth, the leader as a pillar of strength that will lead people on a journey to progress and performance. They believe the Hero with an inspiring vision and a riveting personality discourages independent thinking, and thus inhibits superleadership.

They are also critical of the "Strong Man" style of leadership, arguing that fear-based leadership smothers imitative. Similar to Machiavelli's Prince; but it should be noted that Machiavelli is clear that the Prince operates on more than fear (i.e. love and hate). They argue that the "strong-men" who single-handedly led organizations to great heights is sadly out-of-step with today's corporate needs.

The Transactor (or Bureaucrat) is the Prince who seeks "what's in this for me," the politician we see in some many complex organizations.

Each leadership approach is appropriate under specific circumstances. Yet, we favor heroes and superleaders over bureaucrats (transactors). Followers of Supermen, Superleaders, and Flight of the Buffalo are people who are coach and who learn to lead one's self. The lead goose's job is to be a mentor, clear away obstacles and champion the everyone is a self-leader model. The difficulty is working with people who have been trained their entire life to be dependent upon a central authority.

Making the Buffalo Fly

The problem is how to move from a Buffalo Herd to a Flight of Buffalo/Geese worldview. The "Flight of The Buffalo" is the transformation of the leadership paradigm from Head Buffalo, to a flight of buffalos where, members of the team alternately lead and support, as situation demands.

The method is based on the following principles:

1.            Transfer ownership

2.            Create the environment for ownership where each person wants to be responsible

3.            Coach the development of personal capabilities

4.            Learn faster and encourage others to do the same

The route is a self-analysis of the culture derived from the leader actions, interactions and personal leadership style: "What am I doing or not doing, as a leader, that prevents them from assuming responsibility and performing at the new level?" Belasco and Stayer believe that all people will rise to the challenge, when it is their challenge. In transferring ownership, the authors present that "I am the Problem" in accepting the followers' responsibilities.

Leaders must paint a clear picture of great performance for the organization and each individual. Leaders, through discussion, must focus individuals on the few factors that create great performance. In this environment, leaders must align organizational systems and structures to send a clear message as to what is necessary for this great performance to occur. Tapping into followers' "Intellectual Capitalism" is great performance for the leader.

Buffalo, Geese and Fish

I was planning some research on Management Styles in general, however I stumbled across this one and got a bit distracted. It is relevant to management styles overall, but focuses on 2 specific models - by Belasco Stayer and Manz Sims.

Leaders must paint a clear picture of great performance for the organization and each individual              

Flight of the Buffalo(Belasco & Stayer, 1993) explores the paradigm shift in leadership from the old command and control model (a head buffalo leads through acts of planning, organizing, initiating, and controlling) to the new intellectual capitalism one (where everyone becomes a leader). The old paradigm of command and control is also known as "Managerial Capitalism" where professional managers centrally control the corporation while pretending that they are under the authority of shareholder-owners.

The Metaphors

The comparison to the Buffalo herd is that they will not act independently without the guidance of the leading Buffalo, therefore the followers will stand idle and be slaughtered if the chief buffalo is killed first.

The classic command and control leader is, metaphorically, the lead buffalo: the individual who directs all day-to-day operations of the company and expects subordinates to defer all important decisions to the top. Head Buffalo plans, organizes, commands, coordinates, and controls.

When geese fly in the "V" formation, the whole flock adds considerably more to its flying range than if each bird flew alone. Whenever a goose falls out of formation, it suddenly feels the drag and resistance of trying to fly alone and quickly gets back into formation to take advantage of the power of the formation. When the lead goose gets tired, it rotates back in the wing, and another goose flies point. The back geese honk from behind to encourage those up front to keep up their speed. Finally, when a goose gets sick and falls out, two geese fall out of formation with it until it is either able to fly or it is dead. They then launch on their own, or with another formation, to catch up with the group.

So in the new paradigm, the geese rotate leadership regularly and frequently, enabling each member to be responsible for the appropriate course and direction of the team, and allowing each to rest and recuperate from the additional work of leading the flight, as needed.

The Flock of Geese replaces the Head Buffalo mentality. Power is no longer based upon physical/mechanistic forms, but is now based on intellectual capitalism.

 The Model

Buffalo - or Managerial Capitalism, the old command, coordinate, and control model of leadership.

Lead Goose - or Intellectual Capitalism- leaders who coaches and trains people to take ownership, and lead themselves in a (self-managed work) team-based, customer focused discipline. Ownership is thus not about legal rights, but a state of mind. There is a strong focus on teams and empowerment. Also, people are given direct control and responsibility over their own work. Lead geese question their empowered leaders to think for themselves. The emphasis is on partnership in a network-type organization.

Buffalo	Geese
Hierarchy	Network of teams
One leader	Everyone is a leader
One voice	Many voices
Leader will fix it	Everyone fixes it together
Co-dependency	Empowerment
Leader owns work responsibility	Person working owns their own work
Slow learning	Fast learning
Leader is head buffalo, not a team player	Leaders coach others and seek to be one of the team
Leader is boss	Customer is boss
Fit for stable times	Fit for changing times
Theory X (McGregor)	Theory Y (McGregor)
Autocratic leader (Lewin)	Participative style, tending towards Laissez Faire (Lewin)
Tells and Sells (Tannenbaum & Schmidt)	Shares and Consults (Tannenbaum & Schmidt)

COMPANY POLICY - EFFECTIVE IMMEDIATELY

Dress Code

It is advised that you come to work dressed according to your salary. If we see you wearing Prada shoes & carrying a Gucci bag, we assume you are doing well financially & therefore do not need a raise. If you dress poorly, you need to learn to manage your money better, so that you may buy nicer clothes, & therefore you do not need a raise. If you dress just right, you are right where you need to be & therefore you do not need a raise.

Sick Days

We will no longer accept a doctor's statement as proof of sickness.       

 If you are able to go to the doctor, you are able to come to work .

Personal Days

Each employee will receive 104 personal days a year.

They are called Saturday & Sunday.

Bereavement Leave

This is no excuse for missing work. There is nothing you can do for dead friends, relatives or co-workers. Every effort should be made to have non-employees attend to the arrangements. In rare cases where employee involvement is necessary, the funeral should be scheduled in the late afternoon. We will be glad to allow you to work through your lunch hour &

subsequently leave one hour early.

Toilet Use

Entirely too much time is being spent in the toilet. There is now a strict three-minute time limit in the stalls. At the end of three minutes, an alarm will sound, the toilet paper roll will retract, the stall door will open, & a picture will be taken. After your second offense, your picture will be posted on the company bulletin board under the "Chronic Offenders

Category". Anyone caught smiling in the picture will be sanctioned under the company's mental health policy.

Lunch Break

Skinny people get 30 minutes for lunch, as they need to eat more, so that they can look healthy. Normal size people get 15 minutes for lunch to get a balanced meal to maintain their average figure. Chubby people get 5 minutes for lunch, because that's all the time needed to drink a Slim-Fast.

Thank you for your loyalty to our company.

We are here to provide a positive employment experience.