Devloping Personal Skills

9 Ways to Develop Confidence In New Situations…
Very few people are at ease striking up a conversation in a room full of strangers. Here are some simple ways to make network meetings more productive and more fun.

Do you enjoy one-on-one networking, however, the thought of walking into room full of people you don't know horrifies you? You're not alone. Yes, even a social butterfly, President of the Social Committee in High School and avid networker knows how you feel. Here are some of my tricks.

And they have all worked!

 Â          A great way to network at a conference is to volunteer at the registration desk. Why? You get to say hello to everyone who registers in your line and everyone who registers gets to see you behind the registration table. At the event, you'll feel more comfortable talking with people because you've "met" them already. And if those aren't enough benefits, people will "recognize you" from the registration desk, and be more likely to come talk with you.

 Â          If you teach a class or speak, go into the room early. Get a feel for it, change it around if need be, and greet everyone who walks in with a big "hello my name is ...".

 Â          Bring name tags or recycle the tops of old manila folders, have each person put their name on it, and put it on the table in front of them.

 Â          When you are planning to attend a meeting for the first time, call up whomever you can from the organization. Ask them if you can meet them at the meeting. Then you'll "know" someone that you can look for when you arrive.

 Â          Carry a nametag in your glove compartment. Make one for personal use, another for business use. Then people will feel more comfortable walking up to you in meetings.

 Â          Put your notes on the back of duplicates of pictures (photography) you've taken. Then they won't stick out so much from the podium (like white paper or index cards do.)

 Â          Practice some opening lines and your handshake before you attend the event. Practice using a mirror and ask your family to let you practice on them, too.

 Â          Develop two a 30-second commercials (also called elevator speeches, USP - unique selling propositions). One is for personal use, and the other would be for business use.

 Â          Remember that everyone in that room is a human being, too. Everyone has their own fears to deal with... and they might even be the same as yours.

Try it.. Definitely it will work!!!

Simple Tactics for Great Relationships



Any good psychologist will tell you that one of the deepest needs of a human being is the need to belong. We are happiest when we feel connected to others-when we are part of a community. Top performers in business make it a priority to build relationships with their teammates and their customers. Connecting with the people who surround them is not seen as a waste of time to the best, it is an exquisitely wise use of their time.

As a leadership development expert, I work with our corporate clients to build cultures where people and relationships come first. This promotes communication, collaboration and strong results. When people feel appreciated, they shine.

Here are some deceptively simple ideas for building your human connections that have helped employees of the companies who engage us get to a whole new level of performance:

Be the most positive person you know

Be candid. Speak truthfully.

Be on time.

Say please and thank you

Under-promise and Over-deliver

Leave people better than you found them

Be Nice.

Be a world-class listener

Become wildly interested in other people

Smile. 

Six Thinking Hats - Looking at a Decision From All Points of View

'Six Thinking Hats' is an important and powerful technique. It is used to look at decisions from a number of important perspectives. This forces you to move outside your habitual thinking style, and helps you to get a more rounded view of a situation.

This tool was created by Edward de Bono in his book '6 Thinking Hats'.

Many successful people think from a very rational, positive viewpoint. This is part of the reason that they are successful. Often, though, they may fail to look at a problem from an emotional, intuitive, creative or negative viewpoint. This can mean that they underestimate resistance to plans, fail to make creative leaps and do not make essential contingency plans.

Similarly, pessimists may be excessively defensive. Emotional people may fail to look at decisions calmly and rationally.

If you look at a problem with the 'Six Thinking Hats' technique, then you will solve it using all approaches. Your decisions and plans will mix ambition, skill in execution, public sensitivity, creativity and good contingency planning.

How to Use the Tool:
You can use Six Thinking Hats in meetings or on your own. In meetings it has the benefit of blocking the confrontations that happen when people with different thinking styles discuss the same problem.

Each 'Thinking Hat' is a different style of thinking. These are explained below:

White Hat:
With this thinking hat you focus on the data available. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them.

This is where you analyze past trends, and try to extrapolate from historical data.

Red Hat:
'Wearing' the red hat, you look at problems using intuition, gut reaction, and emotion. Also try to think how other people will react emotionally. Try to understand the responses of people who do not fully know your reasoning.

Black Hat:
Using black hat thinking, look at all the bad points of the decision. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them.

Black Hat thinking helps to make your plans 'tougher' and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action. Black Hat thinking is one of the real benefits of this technique, as many successful people get so used to thinking positively that often they cannot see problems in advance. This leaves them under-prepared for difficulties.

Yellow Hat:
The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.

Green Hat:
The Green Hat stands for creativity. This is where you can develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. A whole range of creativity tools can help you here.

Blue Hat:
The Blue Hat stands for process control. This is the hat worn by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking, etc.

A variant of this technique is to look at problems from the point of view of different professionals (e.g. doctors, architects, sales directors, etc.) or different customers.

Example:

The directors of a property company are looking at whether they should construct a new office building. The economy is doing well, and the amount of vacant office space is reducing sharply. As part of their decision they decide to use the 6 Thinking Hats technique during a planning meeting.

Looking at the problem with the White Hat, they analyze the data they have. They examine the trend in vacant office space, which shows a sharp reduction. They anticipate that by the time the office block would be completed, that there will be a severe shortage of office space. Current government projections show steady economic growth for at least the construction period.

With Red Hat thinking, some of the directors think the proposed building looks quite ugly. While it would be highly cost-effective, they worry that people would not like to work in it.

When they think with the Black Hat, they worry that government projections may be wrong. The economy may be about to enter a 'cyclical downturn', in which case the office building may be empty for a long time. If the building is not attractive, then companies will choose to work in another better-looking building at the same rent.

With the Yellow Hat, however, if the economy holds up and their projections are correct, the company stands to make a great deal of money. If they are lucky, maybe they could sell the building before the next downturn, or rent to tenants on long-term leases that will last through any recession.

With Green Hat thinking they consider whether they should change the design to make the building more pleasant. Perhaps they could build prestige offices that people would want to rent in any economic climate. Alternatively, maybe they should invest the money in the short term to buy up property at a low cost when a recession comes.

The Blue Hat has been used by the meeting's Chair to move between the different thinking styles. He or she may have needed to keep other members of the team from switching styles, or from criticizing other peoples' points.

It is well worth reading Edward de Bono's book 6 Thinking Hats for more information on this technique.

Key points:

Six Thinking Hats is a good technique for looking at the effects of a decision from a number of different points of view.

It allows necessary emotion and skepticism to be brought into what would otherwise be purely rational decisions. It opens up the opportunity for creativity within Decision Making. The technique also helps, for example, persistently pessimistic people to be positive and creative.

Plans developed using the '6 Thinking Hats' technique will be sounder and more resilient than would otherwise be the case. It may also help you to avoid public relations mistakes, and spot good reasons not to follow a course of action before you have committed to it.

Make yourself more valuable to your organization and more visible to senior management by

• Clearly defining the user's needs through quality state-of-the-art user interviews
• Establishing clear objective and measurable requirements
• Managing stakeholders and balancing the expectations of a variety of stakeholders
• Learning how to write comprehensive and unambiguous business requirement documents
• Developing comprehensive project plans that meet budget and timeline requirements
• Proactively managing the project plan to ensure success
• Ensuring the quality of the project
• Identifying and managing project risks
• Creating use case, data flow, and activity diagrams

Infosys' Chairman and Chief Mentor Officer (CMO) - Mr.Narayana Murthy' s Speech on Late sitting:

I know people who work 12 hours a day, six days a week, or more.

Some people do so because of a work emergency where the long hours are only temporary. Other people I know have put in these hours for years. I don't know if they are working all these hours, but I do know they are in the office this long. Others put in long office hours because they are addicted to the workplace. Whatever the reason for putting in overtime, working long hours over the long term is harmful to the person and to the organization.
.
There are things managers can do to change this for everyone's benefit. Being in the office long hours, over long periods of time, makes way for potential errors. My colleagues who are in the office long hours frequently make mistakes caused by fatigue.

Correcting these mistakes requires their time as well as the time and energy of others. I have seen people work Tuesday through Friday to correct mistakes made after 5 PM on Monday.

Another problem is that people who are in the office for long hours are not pleasant company. They often complain about other people (who aren't working as hard); they are irritable, or cranky, or even angry. Other people avoid them. Such behavior poses problems, where work goes much better when people work together instead of avoiding one another.

As Managers, there are things we can do to help people leave the office.

First and foremost is to set the example and go home ourselves. I work with a manager who chides people for working long hours. His words quickly lose their meaning when he sends these chiding group e-mails with a time-stamp of 2 AM, Sunday.

Second is to encourage people to put some balance in their lives. For instance, here is a guideline I find helpful:

1) Wake up, eat a good breakfast, and go to work.
2) Work hard and smart for eight or nine hours.
3) Go home.
4) Read the comics, watch a funny movie, dig in the dirt, play with your kids, etc.
5) Eat well and sleep well.

This is called recreating . Doing steps 1, 3, 4, and 5 enable step 2.Working regular hours and recreating daily are simple concepts. They are hard for some of us because that requires personal change. They are possible since we all have the power to choose to do them.

In considering the issue of overtime, I am reminded of my eldest son. When he was a toddler, If people were visiting the apartment, he would not fall asleep no matter how long the visit, and no matter what time of day it was.! He would fight off sleep until the visitors left. It was as if he was afraid that he would miss something. Once our visitors' left, he would go to sleep. By this time, however, he was over tired and would scream through hal! f the night with nightmares. He, my wife, and I, all paid the price for his fear of missing out.

Perhaps some people put in such long hours because they don't want to miss anything when they leave the office. The trouble with this is that events will never stop happening. That is life! Things happen 24 hours a day.

Allowing for little rest is not ultimately practical. So, take a nap. Things will happen while you're asleep, but you will have the energy to catch up when you wake.

Hence "LOVE YOUR JOB BUT NEVER FALL IN LOVE WITH YOUR  WORK PLACE "