Showing posts with label Management. Show all posts
Showing posts with label Management. Show all posts

Saturday 3 September 2022

Leadership patterns for a positive decision-making environment (contd..)


 
Last week we discussed some of the leadership patterns effective managers/ leaders display to create a positive environment for problem-solving and decision-making in the organization.
 
Some of the patterns listed as i observed from many outstanding managers/leaders. 
 
  • Clarity on the problem & delegation level
  • Communication & expectation setting on solving the problem
  • Switching between micro & macro management of detailing 
  • Space for risk-taking & learning attitude to deal with risk and failure 
 
 Having discussed the first two patterns, let us understand the ability to switch in and out on the management of details. 
 
Switching between micro & macro management :
 
Influential managers/ leaders are aware of the management process and can converge and diverge on the problem-solving process.

                     
 
Some people take an extreme stand on macro management and leave the execution of tasks to others, assuming they empower others. Some people try to get into all the nitty-gritty of the job, thinking they help others get things done. Each stand affects the problem-solving and decision-making capabilities of people reporting to them.
 
Consider the case, as i  observed,

One of the business heads is balancing the micro and macro level of management. His style of leadership makes his team get things done with little effort.
 
For example, when he wants to conduct an event, he calls his team, explains his end objective, and leaves it to the team on execution details (Macro management). He is disciplined enough to review the progress. When the team raises some concerns, say cross-functional conflict, he gets into detailing (micromanagement) and clears the path (macro). It looks like he is nowhere connected to the team, and at the same time, he is available for guidance when required. His style is a standard management process, but there is a subtle difference between being in and out of the task and empowering the people. It is an art.

Because of his switching between macro and micro-management styles, the team feels comfortable working with him and problem-solving, and decision-making capabilities are enhanced among the group, as i witnessed.
 
Balancing macro and micro-management calls for introspection of our thought process towards work and people. However, the ability can be learned.
 
 Have a great week ahead.
 

Friday 12 August 2022

a simple guide for the right decision making

 a simple guide for the right decision making 

(Emotional Management for Personal & Professional Growth Series)
 
In line with our topic on "problem-solving and decision making," recently, in one of the management reviews, one manager asked the following question, which i thought was relevant for the topic.

The question was, " how to balance the boss and the junior colleagues?".

He seems to find it challenging to manage his boss and junior colleagues as some of his decisions went against him. This situation is common as most middle-level managers go through in a day to day life in the organization.

My view is as follows.

We do not need to balance any stakeholders with our decisions other than how to make the right decision so that the impact would be more significant and we will not feel guilty about the consequence.



When we make a decision and consider the impact of our decision at a higher level in the hierarchy, as shown in pic, it helps us to make the right decision most of the time.

For example,
as a manager, if you want to do a favor for one of your junior colleagues and the decision will not affect other people in the function or the organization, the decision will be right. If the favor to one person will affect the functional team or even the organization, then the decision may not be the right decision.

i know an entrepreneur with high creditability among his customer's circle, not due to the quality or craftsmanship of his product, but because he always decides in favor of the customer than his organization's short-term expenses. For example, when the customer approaches him for doing the rework in the product due to the customer's mistake of mentioning the wrong specification, he never hesitates to do the rework, and he does it at this expense than arguing with the customer on who is right and what needs to be compensated etc. His generic decision-making thought process puts the higher purpose first than his organization in the short term. In the long run, his decision-making process pays him well as he gets repeated orders from the customers.

My key learning is when we make decisions when we put the higher stakeholder as a priority, likely we will make the right decision, even sometimes, in the short term, we face criticism or pain.

Above all hierarchy of consideration in decision making, listen to your inner consciousness before making any decision, which is more powerful to guide you to make the right decisions than anything else.

Have a great week ahead.

Thursday 3 September 2020

Avoiding impulsive decisions( Contd..)

 Avoiding impulsive decisions( Contd..) 

(Emotional Management for Personal & Professional Growth Series)

 
Last week we discussed one of the methods to avoid impulsive decisions-i.e Going beyond the numbers or facts with example. Let us understand other methods to avoid impulsive decision making.


Taking timeout for responding:

Except for emergencies, not all business decisions call for immediate reaction or response. We can take time out to make the decision. One of the benefits of taking timeout is that the time makes us think about the alternatives or choices for solutions. When we are making decisions impulsively, we feel as if there is no alternative.

When we give time ourselves, we are thinking about both rationally and emotionally. We are in a position to generate the options and able to evaluate the pros and cons of the options.

Typically we come across situations when dealing through emails. We used to react to mail communication immediately as impulsive and later realized that we could have taken timeout to respond with different choices. Sometime back, i have shared my experience on impulsive way of reacting to email as given in the link.

https://lifeexcellenceinsights.blogspot.com/2019/05/lessons-learned-on-email-communication.html

It just needs the ability to distinguish which decisions call for immediate attention and which decisions can be delayed. Not all workplace decisions need the same level of urgency!
 
Getting the perspectives from elders or mentors:
 
The next practical method is to get a perspective from others or mentors on important personal or business decisions. The obvious reason is that when we are emotionally overwhelmed with the problem, we may not see it from the other dimensions. Others could see it from a different perspective because they are not emotionally attached.

Most of us might have experienced that when we were about to make an impulsive decision due to emotions, and when we discussed with others, they provided us simple, rational solutions to the problem.

It requires that we need someone to share the concerns and get different rational perspectives than making impulsive decisions and struggling with the consequences.

How to avoid impulsive decisions?

 How to avoid impulsive decisions?

(Emotional Management for Personal & Professional Growth Series)
 
As we discussed the importance of avoiding impulsive reaction in the conversation and making hasty decisions on any business aspects, now let us learn some of the methods to avoid impulsive decision making.
 
1.Going beyond the numbers or facts
2.Taking timeout for responding
3.Getting the perspective from mentors
 
Going beyond the numbers or facts:

Generally, we believe that "numbers or facts" are the real proof for making the right decisions. However, not in all situations, the facts or numbers will help us to make the right decisions. Instead, the numbers or facts lead us to make impulsive decisions and as a leader, we believe that we are taking logical right choices. We need to look at the scenario from the overall perspective.

For example,

In one of the client organizations, the worker's union put a demand to increase the compensation by quoting an absolute value per annum basis. By seeing that fact, the business head was immediately got angry and reacted to reject the proposal. Eventually, that decision led to the disturbance in the operations for some time. The disruption in the operations costs more than what the people put it as a request. Later, when the business head analyzed the demand in detail, he realized the impact was minimal daily compared to the losses they incurred.

The key realization is that the business head reacted to the mere fact rather than looking at the issue holistically in terms of the overall cost to the company, business continuity, and goodwill.

We may come across many situations in the workplace when we look at only on the number or facts, and we tend to react impulsively both positively and negatively. In either way, it would affect us professionally. It just needs awareness.

Let us discuss other methods in next week!

Impulsive reaction and decision making

 Impulsive reaction and decision making

(Emotional Management for Personal & Professional Growth Series)
 
  In continuation of channelizing the emotions for the positive outcome, one more emotional practice that needs attention is "Making Impulsive  Decisions or Reactions."

The impulsive decision means taking quick decisions without much thought about the consequences, implications to others, and self. Spontaneous reaction means quickly reacting to someone during the conversation without thinking about the consequence. It is simply all about "not thinking before speaking"

For example,

When a manager/colleague/ customer is asking for timeline commitment, without any thought or calculation, committing some timeline and realizing later that impossible to complete.

When somebody asks for your appointment tomorrow, you are agreeing for that, then later on realizing that you have some other commitments.

You can relate your experiences where you committed something without any thought and later troubled yourself to fulfill the commitment or asked for excuses.
 
Why do we make impulsive decisions? 

It is due to our inability to control our emotions, both positive and negative emotions in a particular moment or conversation. It is a state of mind, and it is challenging to be in a balanced state, but that is what most of the effective people use to display both in extremely happy or in extremely uncertain times. That we need to learn while growing up in the ladder.
 
Why should leaders not make impulsive decisions?

Taking an impulsive decision is not good for everyone, but especially it costs more for the people who are growing up and at higher positions. When you are young and make any impulsive decision, it would be seen as aggressive, over-enthusiastic, ambitious, and the mistakes are perceived from the perspective.

When at a higher level, when we react without much thinking and impulsive in making decisions in a business environment, it will affect most of the stakeholders.

I know one of my managers who had grown very fast in the early years of the career due to his impulsive way of making things happen. The same strength affected his reputation and growth when he was handling the managerial roles to manage both business and people.

We should not conclude that impulsive decision means taking decision slowly. It only means making decisions without thinking about the consequences.

But in reality, most of us are prone to impulsive reaction and decision making, and we need to strive to be conscious about it.
 
Let us discuss some of the strategies to channelize the impulsive reaction or decision making next week!

Tuesday 11 August 2020

Misconception about empathy and performance

 Misconception about empathy and performance

(Emotional Management for Personal & Professional Growth Series)



One of the responses for last week's discussion on "empathy or looking at the things from other's views" is that if we start looking at things from other's views, that leads into lenience and, in turn, mediocrity in the performance, particularly in a professional environment.

We need to understand the slight difference between empathy and being lenient.

Empathy means we listen to other's views and recognize the cause in it. That does not mean that we are accepting the consequences as such.

For example, let us imagine a typical scenario in the workplace,

One of your junior colleagues on a particular day left the office early due to personal issues. He/she may be the authorized person for a financial transaction, and he/ she had not delegated the task to anyone on that day. Due to his/ her absence, the important financial transaction did not happen, which affected your organizational performance.

In this scenario, as a manager/leader, what choices you had the next day when the junior colleague reported the duty?

Choice 1:

You might have displayed your dissatisfaction with the performance without listening to his/ her situation. In this process, both of you experienced negative emotions or hurt personally.No learning from low performance.
 
Choice 2 :

You might have listened to personal issues, and both of you felt sorry about the performance. In this process, you are lenient and accept mediocre performance.
 
Choice 3:

You might have listened to personal issues, acknowledged it and you might have assertively conveyed your dissatisfaction and his/ her lack of delegation to the work. You made him/ her responsible for not completing the task.He/she might have learned from the mistakes.
 
Choice 3 is the appropriate method of understanding others and ensuring the right management process in place.

Most of the time, we are witnessing either choice 1 or 2 in which mediocre performance is encouraged.

 i recall an incident that happened to me some years back. I drove my car first time in a new city and violated the signal as I was not familiar with the signal points and free left etc. A traffic policeman stopped me and got my license. I briefed him about my first-time driving and lack of awareness about the signal points. He listened to me and advised me to be careful in city driving. But he was firm to charge me fine as punishment and I also paid. In my view, the policemen were very empathic about my ignorance but, at the same time, firm on his duty. That is what required for the people who are at the commanding level as a manager or leader. Just imagine if the policeman displayed choice 1 or choice 2  behavior, then we both were not doing justice to ourselves as humanity consideration or duty consciousness.!
 

The point is being empathetic does not lead to lenience; you need to be firm on your role as a leader in a professional environment for ensuring performance!

Monday 3 August 2020

Channelizing Anger

Channelizing Anger
(Emotional Management for Personal & Professional Growth Series)
 
We are aware that anger in the workplace affects the self and the environment as well. It is an outcome of our inability to cope up, non-acceptance of reality, and high expectation.

Some people are developing the capability to channelize the anger for positive turnout. Let me narrate one incident which i have witnessed some time back, and i learned a new insight as well.

I attended a public seminar in which all the age group people attended along with the family, including kids. The speaker is known for the "family wellness" subject, and he was invited to deliver a lecture. So i could see many married couples along with the kids in the hall.

The speaker was delivering the lecture. At some point in time, there were noises from the group of kids. There were chatting, playing, laughing despite their parents tried to control them. The interruption continued frequently, and some audiences got distracted towards the disturbance, and some people got irritated.

Having noticed the disturbance and initially got irritated with it, the speaker turned the audience and said," Let us focus on our objective." He then continued his speaking with enthusiasm and finished the lecture successfully in amidst of the disturbances.

In this incident, the speaker had choices to get angry with the parents like other audiences or asked them to move out of the hall. Knowing the targeted audience background and his purpose of delivering a lecture to them, he channelized his energy to convince the disturbed audience. He went ahead with high energy whenever he countered disturbance.

He put the purpose on a high level than on spending energy on low-level activities even though he has all the power to execute the choices at those moments.

The key lesson for me is that when we focus on petty things, we get angry frequently as the world is not perfect. When we divert our focus on higher purposes, some of the insignificant things cause anger can be avoided and channelized towards higher goals.
 
How can we apply this learning in professional life?

Whenever we are about to get angry with someone in a professional environment, we need to be aware of whether we are going to battle for petty things or shifting towards a higher-level purpose.
 


Saturday 29 February 2020

Dealing setback -a leader's mindset


A few weeks back, i  met the CEO of a firm whom I know for many years. He is looking after many businesses, apart from his passionate activities. A few years back, he ventured into a new business, and he had been consistently growing since inception.

When I asked him about this year's performance of his new venture, he replied that performance was not up to the expectation and indicated some no's. I wondered about his coolness and asked about his mindset to manage through this slowdown setback.

His reply seems to be the real testimonial of authentic leadership.

  • My senior team is continuously working hard, and I am not finding a problem with them except the external environment
  • Despite the external reason, we are working on our initiatives, and this will help us when the external environment turns positive
  • Now I am spending more time with the team  to share  more insights about business and their development
  • I am optimistic that the initiatives will bring more business when the external environment turns favorable 

The responses reflect the right leadership behavior. As we discussed some time back, leadership is all about mindset, thought process, and actions that impact others positively.

It is essential during tough times the leader should maintain coolness, not getting into negativity or blaming everything, believe in non-permanency, work for the long term, and hope for the future. More than that, taking personal responsibility to turnaround within the individual or team's capability is more critical.

No wonder that his team regards him as a role model.

Sometimes as a leader, we forget our balance during setbacks!

Friday 3 May 2019

Giving Feedback for Development


One of the powerful methods of developing others is qualitatively giving feedback.

What is meant by feedback to others?
Feedback is your opinion or comment about other's positive or limiting behavior in any task or performance.
 
Why is feedback important for development?
Each one has their strength and limitation which may not be known to self. When it is pointed out time as feedback, it may help others to reinforce the strength or help to give up the behavior in case of limitation by taking improvement action.

How to give feedback to others?
Before giving feedback, understand your intention as this sets your tone and quality of feedback, whether your purpose is to criticize or to help another person to improve his behavior.
 
One of the effective ways to give feedback is by adopting the following pattern in your communication. 

“ what you notice/observe as good or bad behavior ”  and  “ some reasonings to be good or bad” and " suggestions to improve."  

For example,

you observe some repeated mistakes by your team member while preparing a presentation, and you can point out like this
 
“I observed repeated formatting issue in your presentation and how this performance will irritate the audience on readability  and how you can improve  by so and so methods." 
 
or you would like to give positive feedback about your colleague’s presentation, and your feedback  can be like this
 
"I liked the way you simplified the complex problem into the simple picture, and this helps the audience to connect the concept quickly."
 
Giving feedback is the art of communication, and this can be improved in multiple ways when your intention of providing feedback to help or develop others.

Sunday 17 March 2019

Leading through Result ( Focus on the process)



As discussed, one of the development steps in leadership development is delivering consistent results. The dilemma most of us have is whether to chase the result or the process. To get clarity, we need to understand the law of nature.

"For any effect/result, there must be a cause/process ;
When there is a change in process, accordingly there will be a change in result".


For example, if you want to make the best presentation to your client( Result), many factors contribute to the result. Your presentation content, your body language, your voice quality, the environment in which you present, your client’s interest and so on. When all the process is good, the result also will be good. You may not have control over the result, but you can influence or ensure the process in all factors as much as possible.

When you focus on the process and drive the process, the result may be in your favor
.
Highly effective leaders, always focus on minute things and ensure the factors are always in their favor and eventually they achieve the result they want.

You might have seen some people exist successfully many years in their chosen field like media, sports, business amidst all the competition and turbulence times. You can see a typical pattern in their thought process, that is, continuously develop themselves as a process. When they are changing themselves as a process, the result is also sustainable.

    To sum up, if you want a great result, your process also needs to be different and robust. You can not influence the result, but you can influence the process. More your process is consistent the result also will be consistent and higher level.

Leadership is all about delivering result through the process, not through ad-hoc, shortcut, one-time success !.

Leading through Result- (Managing Expectation)


One of the areas, a leader, need to sensitize is on understanding or managing the expectation clearly from others in a professional environment. When the expectation on the result is not clearly understood and clarified, it leads to disconnect and frustration on both giver and receiver.

In one of my client operations, the business head asked his accountant to help him with P&L analysis of the previous year. The accountant worked through the accountancy software and prepared P&L statement data. With a sigh of relief as he delivered the work on time, he explained the business head the hardship he had undergone to make the report. However, the business head was not happy with the output.

What the business head expected from his teammate was that statement with analysis on what needs to be done to improve the P&L as he thought that information was already available in the software system. His expectation was to get “sensitivity analysis”, whereas the accountant felt that taking summary from the system itself was a significant task and he delivered the result on time.

Here is the issue is lack of expectation management.

We may suggest that communication needs to be improved on both ends. In reality, there is an emerging trend in the professional transaction is to give more value added than stated expectation given the technology, information available in the professional environment. The transaction could be between peers, customer and supplier, employee and employer.

Discounting the fact of communication improvement, the question an individual must ask himself is whether he is making an effort to offer an extra bit of value addition. That will be the starting for leadership development towards making an impact on others!!
 

Saturday 9 June 2018

Motivate your team with “Why.”


One of the challenges most of the managers/leaders have today is to keep the team motivated towards their work. Many factors are contributing to people motivational level, and there is no single universal solution which caters to all people’s motivation problem. One of the solutions, as a leader/manager, you can inspire the team is through your communication about their work, effort , contribution to result.

For example, the person has to be communicated why his work is important to the organization in terms his contribution to the organization’s wellness. (Instead of merely explaining his job description of what and how part)

Similarly, when you are asking for some information, you can communicate why this information helps you will motivate them to add value in their working rather than just asking for a report.
Likewise, when you are initiating any new changes, tell them why this initiative is important for them and their role on the result.

Personally, it is working well for me when I work mostly on project based environment where just dictating won’t work.
People are relatively inspired if they knew the purpose of their work and inclined to put extra effort when they know their work can add value to the others. 

Be aware your communication process by explaining 
WHY part and test it yourself with your team. It may initially require patience and ego aversion . Once you practice, whenever you communicate, you tend to explain with WHY part, and it likely improves the motivation level.

Monday 11 December 2017

How to become a best boss ever ?


Irrespective of any profession, each one will always admire someone as his best boss or inspiring mentor in his/ her life.As you recollect all the people under whom you have worked, finally, you conclude one or two people as your best bosses or inspiring role model.

What could be the significant factors to admire someone as best boss or role model?

You may list down a lot of attributes of role model or inspiring boss like charisma, functional competency, managerial competency and so on.However, research shows that among so many attributes, only a  few attributes  contribute to conclude someone as inspiring boss or role model 

Those attributes could be the person who had given you a lot of opportunities to learn more or the person who brought out your hidden potential or who made you believe or make you do something extraordinary which you ever thought as impossible.

Since now you are managing a team of people under you, answer yourself for how many people you are the best boss by demonstrating those attributes.

It is a moral responsibility of every manager and leaders to bring out the potential of others!!

Future is not same as past


Both personal and professional life, we tend to look at the past, its experience and based on it, try to drive the current and future strategies. In this process, we tend to believe and give overweight on the experience and success or failure factors.
If the past is quite successful, we tend to give overweight on the experience and rely on the same strategy and tactics to drive the business 
If the past is quite a failure, we tend to give overweight on the experience and give up trying new ideas.

However, future is not same as past as most of the parameters are changed like assumptions, environment, people, timing and of course you also evolved. What worked out past earlier may not be necessarily relevant now.

For example, what strategies you used to build an organization of size 10  crores may not be workable for building an organization of size 20 crores.Mainly the business environment, customers, people are changed.
Likewise, what worked out for you at a managerial position may not workable when you are at a senior leadership level.

Similarly, what not worked out earlier, may work now for the same reason.

The point is that experience or legacy alone will not drive your future.Too much dependence on the past or legacy may not work forever.You need to continually drive new initiatives or effort to be successful in personal and professional life as everything is changing!















Wednesday 1 November 2017

Why consistency is important in workplace ?


In most of the organizations, we can hear one common phrase “we have implemented it, but not continued and this will not work here”
Why do people come to conclusion as “no initiative will work in their workplace?". The reason is lack of consistency in implementation. 

In today’s internet world, there is not much ignorance of knowledge and know-how; it is only lack of consistency in implementation.

How this inconsistency will affect individual & Team?

When you implement some initiatives, not consistently follow it and eventually drop it, you are giving a subconscious message to yourself and team that you are not sensitive to results or incapable of execution. This inconsistency will impact the confidence of the leader at an individual level and encourage mediocre performance at the team level. The next time when you think of new initiative, old memory reinforces you about failure or low confidence pulls you down from taking action. The root cause for all consequence is inconsistency in implementation.

 So, in personal and professional level, if you take any initiative, be sure that you are consistent in your implementation even though you are relatively slow in taking a decision. Ultimately your consistent actions push up your confidence and your consistent actions inspire others to follow. This is one of the traits of leadership, i.e. consistency in thinking; talking and doing.You are meant to be a leader for others!!!!

Wednesday 16 August 2017

Surviving in the corporate jungle(New Book on management)



Recently happened to read this book and is written by my friend/mentor Mr.Ashok Bhatia who lives in Pondicherry. Since he had worked in big corporate like in TATA, HCL, Hidesign in senior leadership levels, he has brought his rich corporate experience and wisdom in this book to manage the workplace dynamics.While most of the authors are serious writing style to discuss the corporate practices with tons of do' and don't kind of pieces of advice, he presents the message with a sense of humor and conveys the point rightly. He covered almost all functions of management with simple messages to survive in corporate jungle

A good book to read for all working professionals to get a new perspective or wisdom from experienced person like Ashok Bhatia. Recommend this book to get a new perspective on leadership and management.

Link is given below to get in Amazon as Kindle version or paperback version


Monday 31 July 2017

Moving from managing to coaching

One of the lesson or habit we need to learn when we grow either in personal or professional life is listening to others and allowing others to take a decision on their own.

Since we have grown up in an environment where obeying to senior’s instruction as perceived as discipline, the same mentality we are bringing in when we become an adult. We expect ourselves to give a bunch of advice to others and expect them to own. 

The real maturity of growth lies in when we move from managing to coaching. Everyone has to go through the path from managing to coaching.
For example, as a parent, we need to manage child as long as they are in childhood by giving advice on do’s and don’ts, getting into nitty gritty of all activities and decisions. That is fine as they are in childhood.When  they become an adult, the best way to manage them is to give the perspectives of pro’s and con’s of any decision and let them own the decision and consequence.

Similarly, when you are managing the people at a functional level, it is ok by giving advice and owning the result. When you move up the ladder into senior level, it is expected to make the people own the decision and your role is just to guide with possible approaches and their likely consequences.

When we continue to manage, stress crops in a relationship, ownership missing on the results from others. Just be aware of your level and role as manager or coach.


Thursday 11 May 2017

Corporate Chanakya


Recently happened to read this book and one of the best management books from Indian origin. Even though there are many books available on management, most of the books are western orientation. In this book, the author simplified the Kautilya’s Arthashastra, which was written by Chanakya, who lived in 4th century in then India. He was then considered as leadership guru and he documented his ideas of leadership and management to govern the country in the form of 6000 sutras. To put simply, this land had a genius with great wisdom on management.

This book brings back ancient Indian management wisdom in modern, contemporary format.

Must read book for business heads or the people aspiring for leading others. Recommend this book to get a new perspective about leadership and management.


link is given below


goo.gl/P0uLsQ




Tuesday 11 April 2017

What to do when others hurt you?

You might have come across a situation someone had hurt you by their words or action  either by family members or by your colleagues or business partners .As a chain reaction, you would be thinking of the person or event for a longer duration say days, weeks ,even for years !!.Internally you would be feeling of resentment or bitterness about the person or event.

How this feeling of resentment affects you?

It affects your physical health and also your mental strength, in turn affects your quality of your work.

How to handle this feeling of resentment?

Only by way of forgiving. We had learnt the different definition of forgiveness from our education, ancestors, spiritual masters and some of us  think that forgiving mindset is beyond human capacity. Actually, forgiveness is not about forgetting the event or person which is practically difficult, but it is the ability to look at the person or event in a different perspective 

What are the different perspectives?

oThe other person hurt us with his words or action; because the person comes from different background and experience.He behaves with others too. Hence it is not your issue. This will calm you down to some extent
oHow do you behave in such a situation? This will help you to understand others
oLook at event’s or person‘s behavior with reference to a time frame, say after a year or 5 years from now. You may feel not to worth to worry too much.
o Life is too short and it is not worth to trade your peace of mind with that incident and move forward.

The above perspective will give strength to forgive the person or event. Ultimately your quality of life is important and how you choose the response makes a difference!!!!

Saturday 1 April 2017

Mind your intention while giving feedback



One of the routine activities we are doing every day either at home or in a professional environment is to give feedback to others for their behavior or performance.Have you wondered how many times the “pointing out “ or feedback ends up with disagreement, argument, resentment or silence vengeance from others?

One of the reasons could be the tone we use in our feedback conversation. The quality of tone comes from our intentions.If our intention is to find fault with others and if we use the feedback as an opportunity, our tone will be more of commanding, sound .dictating and harsh.This results only in reaction from others and leads to poor consequence only.Alternatively, if our intention is to correct or help the other person to improve his or her behavior or action next time, then our tone obviously would be with more empathy, kindness and gentle.

Your tone results into the consequence of either arguments or accepting your views in a positive perspective.Hence mind your intentions, which will take care of your tone which will, in turn, take care of the quality of relationship with others.