Winning at Workplace

Office politics – a taboo word for some people. It’s a pervasive thing at the workplace. In it’s simplest form, office politics is simply about the differences between people at work; differences in opinions, conflicts of interests are often manifested as office politics. It all goes down to human communications and relationships.

There is no need to be afraid of office politics. Top performers are those who have mastered the art of winning in office politics. Below are 7 good habits to help you win at the workplace:

1) BE AWARE YOU HAVE A CHOICE

The most common reactions to politics at work are either fight or flight. It’s normal human reaction for survival in the wild, back in the prehistoric days when we were still hunter-gatherers. Sure, the office is a modern jungle, but it takes more than just instinctive reactions to win in office politics. Instinctive fight reactions will only cause more resistance to whatever you are trying to achieve; while instinctive flight reactions only label you as a pushover that people can easily take for granted. Neither options are appealing for healthy career growth.

Winning requires you to consciously choose your reactions to the situation. Recognize that no matter how bad the circumstances, you have a choice in choosing how you feel and react. So how do you choose? This bring us to the next point…

2) KNOW WHAT YOU ARE TRYING TO ACHIEVE

When conflicts happens, it’s very easy to be sucked into tunnel-vision and focus on immediate differences. That’s a self-defeating approach. Chances are you’ll only invite more resistance by focusing on differences in people’s positions or opinions.

The way to mitigate this without looking like you’re fighting to emerge as a winner in this conflict is to focus on the business objectives. In the light of what’s best for the business, discuss the pros and cons of each option. Eventually, everyone wants the business to be successful; if the business don’t win, then nobody in the organization wins. It’s much easier for one to eat the humble pie and back off when they realize the chosen approach is best for the business.

By learning to steer the discussion in this direction, you will learn to disengage from petty differences and position yourself as someone who is interested in getting things done. Your boss will also come to appreciate you as someone who is mature, strategic and can be entrusted with bigger responsibilities.

3) FOCUS ON YOUR CIRCLE OF INFLUENCE

At work, there are often issues which we have very little control over. It’s not uncommon to find corporate policies, client demands or boss mandates which affects your personal interests. Bitching and complaining are common responses to these events that we cannot control. But think about it, other than that short term emotional outlet, what tangible results do bitching really accomplish? In most instances, none.

Instead of feeling victimized and angry about the situation, focus on the things that you can do to influence the situation – your circle of influence. This is a very empowering technique to overcome the feeling of helplessness. It removes the victimized feeling and also allows others to see you as someone who knows how to operate within given constraints. You may not be able to change or decide on the eventual outcome, but you can walk away knowing that you have done the best within the given circumstances.

Constraints are all around in the workplace; with this approach, your boss will also come to appreciate you as someone who is understanding and positive.

4) DON’T TAKE SIDES

In office politics, it is possible to find yourself stuck in between two power figures who are at odds with each other. You find yourself being thrown around while they try to outwit each other and defend their own position. All at the expense of you getting the job done. You can’t get them to agree on a common decision for a project, and neither of them want to take ownership of issues; they’re too afraid they’ll get stabbed in the back for any mishaps.

In cases like this, focus on the business objectives and don’t take side with either of them – even if you like one better than the other. Place them on a common communication platform and ensure open communications among all parties so that no one can claim “I didn’t say that”.

By not taking sides, you’ll help to direct conflict resolution in an objective manner. You’ll also build trust with both parties. That’ll help to keep the engagements constructive and focus on business objectives.

5) DON’T GET PERSONAL

In office politics, you’ll get angry with people. It happens. There will be times when you feel the urge to give that person a piece of your mind and teach him a lesson. Don’t.

People tend to remember moments when they were humiliated or insulted. Even if you win this argument and get to feel really good about it for now, you’ll pay the price later when you need help from this person. What goes around comes around, especially at the work place.

To win in the office, you’ll want to build a network of allies which you can tap into. The last thing you want during a crisis or an opportunity is to have someone screw you up because they habour ill-intentions towards you – all because you’d enjoyed a brief moment of emotional outburst at their expense.

Another reason to hold back your temper is your career advancement. Increasingly, organizations are using 360 degree reviews to promote someone.

Even if you are a star performer, your boss will have to fight a political uphill battle if other managers or peers see you as someone who is difficult to work with. The last thing you’ll want is to make it difficult for your boss to champion you for a promotion.

6) SEEK TO UNDERSTAND, BEFORE BEING UNDERSTOOD

The reason people feel unjustified is because they felt misunderstood. Instinctively, we are more interested in getting the others to understand us than to understand them first. Top people managers and business leaders have learned to suppress this urge.

Surprisingly, seeking to understand is a very disarming technique. Once the other party feels that you understand where he/she is coming from, they will feel less defensive and be open to understand you in return. This sets the stage for open communications to arrive at a solution that both parties can accept. Trying to arrive at a solution without first having this understanding is very difficult – there’s little trust and too much second-guessing.

7) THINK WIN-WIN

As mentioned upfront, political conflicts happen because of conflicting interests. Perhaps due to our schooling, we are taught that to win, someone else needs to lose. Conversely, we are afraid to let someone else win, because it implies losing for us.

In business and work, that doesn’t have to be the case.

Learn to think in terms of “how can we both win out of this situation?” This requires that you first understand the other party’s perspective and what’s in it for him. Next, understand what’s in it for you. Strive to seek out a resolution that is acceptable and beneficial to both parties. Doing this will ensure that everyone truly commit to the agree resolution and not pay only lip-service to it.

People simply don’t like to lose. You may get away with win-lose tactics once or twice, but very soon, you’ll find yourself without allies in the workplace. Thinking win-win is an enduring strategy that builds allies and help you win in the long term.

Source: lifehack.org

Am I Communicating Well Enough?

Communication skills are some of the most important skills that you need to succeed in the workplace.

We talk to people face to face, and we listen when people talk to us. We write emails and reports, and we read the documents that are sent to us. Communication, therefore, is a process that involves at least two people - a sender and a receiver. For it to be successful, the receiver must understand the message in the way that the sender intended.

This sounds quite simple. But have you ever been in a situation where this hasn't happened? Misunderstanding and confusion often occur, and they can cause enormous problems.

If you want to be an expert communicator, you need to be effective at all points in the communication process - and you must be comfortable with the different channels of communication. When you communicate well, you can be very successful. On the other hand, poor communicators struggle to develop their careers beyond a certain point.

Planning Your Message

Before you start communicating, take a moment to figure out what you want to say, and why. Don't waste your time conveying information that isn't necessary - and don't waste the listener or reader's time either. Too often, people just keep talking or keep writing - because they think that by saying more, they'll surely cover all the points. Often, however, all they do is confuse the people they're talking to.

To plan your communication:

v  Understand your objective. Why are you communicating?

v  Understand your audience. With whom are you communicating? What do they need to know?

v  Plan what you want to say, and how you'll send the message.

v  Seek feedback on how well your message was received.

When you do this, you'll be able to craft a message that will be received positively by your audience.

Good communicators use the KISS ("Keep It Simple and Straightforward") principle. They know that less is often more, and that good communication should be efficient as well as effective.

Creating a Clear, Well-Crafted Message

When you know what you want to say, decide exactly how you'll say it. You're responsible for sending a message that's clear and concise. To achieve this, you need to consider not only what you'll say, but also how you think the recipient will perceive it.

We often focus on the message that we want to send, and the way in which we'll send it. But if our message is delivered without considering the other person's perspective, it's likely that part of that message will be lost. To communicate more effectively:

v  Understand what you truly need to say.

v  Anticipate the other person's reaction to your message.

v  Choose words and, if appropriate, use body language that helps the other person really hear what you're saying.

With written communication, make sure that what you write will be perceived the way you intend. Words on a page generally have no emotion - they don't "smile" or "frown" at you while you're reading them (unless you're a very talented writer, of course!)

When writing, take time to do the following:

v  Review your style.

v  Avoid jargon or slang.

v  Check your grammar and punctuation.

v  Check also for tone, attitude, nuance, and other subtleties. If you think the message may be misunderstood, it probably will. Take the time to clarify it!

v  Familiarize yourself with your company's writing policies.

Another important consideration is to use pictures, charts, and diagrams wherever possible. As the saying goes, "a picture speaks a thousand words."

Also, whether you speak or write your message, consider the cultural context. If there's potential for miscommunication or misunderstanding due to cultural or language barriers, address these issues in advance. Consult with people who are familiar with these, and do your research so that you're aware of problems you may face.

Choosing the Right Channel

Along with encoding the message, you need to choose the best communication channel to use to send it. You want to be efficient, and yet make the most of your communication opportunity.

Using email to send simple directions is practical. However, if you want to delegate a complex task, an email will probably just lead to more questions, so it may be best to arrange a time to speak in person. And if your communication has any negative emotional content, stay well away from email! Make sure that you communicate face to face or by phone, so that you can judge the impact of your words and adjust these appropriately.

When you determine the best way to send a message, consider the following:

v  The sensitivity and emotional content of the subject.

v  How easy it is to communicate detail.

v  The receiver's preferences.

v  Time constraints.

v  The need to ask and answer questions

Interpreting a Message

It can be easy to focus on speaking: we want to get our points out there, because we usually have lots to say. However, to be a great communicator, you also need to step back, let the other person talk, and just listen.

This doesn't mean that you should be passive. Listening is hard work, which is why effective listening is called active listening. To listen actively, give your undivided attention to the speaker:

v  Look at the person.

v  Pay attention to his or her body language.

v  Avoid distractions.

v  Nod and smile to acknowledge points.

v  Occasionally think back about what the person has said.

v  Allow the person to speak, without thinking about what you'll say next.

v  Don't interrupt.

Empathic listening also helps you decode a message accurately. To understand a message fully, you have to understand the emotions and underlying feelings the speaker is expressing. This is where an understanding of body language can also be useful.

Feedback

You need feedback, because without it, you can't be sure that people have understood your message. Sometimes feedback is verbal, and sometimes it's not. We've looked at the importance of asking questions and listening carefully. However, feedback through body language is perhaps the most important source of clues to the effectiveness of your communication. By watching the facial expressions, gestures, and posture of the person you're communicating with, you can spot:

  v  Confidence levels.

  v  Defensiveness.

  v  Agreement.

  v  Comprehension (or lack of understanding).

  v  Level of interest.

  v  Level of engagement with the message.

  v  Truthfulness (or lying/dishonesty).

As a speaker, understanding your listener's body language can give you an opportunity to adjust your message and make it more understandable, appealing, or interesting. As a listener, body language can show you more about what the other person is saying. You can then ask questions to ensure that you have, indeed, understood each other. In both situations, you can better avoid miscommunication if it happens.

Feedback can also be formal. If you're communicating something really important, it can often be worth asking questions of the person you're talking to make sure that they've understood fully. And if you're receiving this sort of communication, repeat it in your own words to check your understanding.

It can take a lot of effort to communicate effectively. However, you need to be able to communicate well if you're going to make the most of the opportunities that life has to offer.

By learning the skills you need to communicate effectively, you can learn how to communicate your ideas clearly and effectively, and understand much more of the information that's conveyed to you.

As either a speaker or a listener, or as a writer or a reader, you’re responsible for making sure that the message is communicated accurately. Pay attention to words and actions, ask questions, and watch body language. These will all help you ensure that you say what you mean, and hear what is intended.

Source: Mindtools

Succeeding Through Kindness

Winning by Giving Succeeding Through Kindness

When I chased after money, I never had enough. When I got my life on purpose and focused on giving of myself and everything that arrived into my life, then I was prosperous. - Wayne Dyer, author and speaker Karen is one of those people who others love to be around. She has a broad smile and a kind word for everybody, and she takes sincere pleasure in helping members of her team. Although she spends a lot of her time and energy on others, she succeeds in her own role too, and her colleagues routinely offer their assistance and expertise to her. Overall, her love of giving seems to cement her team together. Explore the benefits of "giving" in the workplace. © iStockphoto/dmitryphotos

When we're at work, we can spend a lot of energy trying to get help from those around us. However, how much time do we spend helping others in return? Having a strong social support network at work raises morale, productivity, and overall success. If we truly want to succeed, however, each of us must spend time "giving ourselves" to those in our network. Only then will we experience the true benefits that giving brings, and start to see the success we've dreamed of. Benefits of Giving Giving makes us happy. The happier we are, the more energy we have, the better we think, and the more friendships we develop. Giving not only feels good, but research shows that it lowers your chance of depression, strengthens your heart, lowers stress, and can literally add years to your life. Professionally, giving also offers several benefits. One study found that fostering positive social support at work raises productivity. Another study found that those who give at work ("work altruists"), are far more engaged with what they do and are more often promoted, compared with colleagues who stay isolated while doing their job. However, you probably don't need research to tell you that giving makes you feel good! Just think back to the last time you helped a colleague who was stuck with a problem, or took your assistant out to lunch. Giving boosts our energy in a way that nothing else can. We feel connected and engaged when we help others, because it reminds us of what it means to be human, at its best. All this, in turn, comes back to us in ways we could never expect or predict. Giving creates a network of trust, goodwill, and good energy at work that can pay off many times over in the future. Giving and kindness also have an important ripple effect, which is why one generous person can transform a team or an organization. The person you give to feels great about the help they received. This can create a desire in them to "pay back" that kindness to someone else. Much like ripples in a pond, one act of kindness can impact dozens, or even hundreds, of lives. How to Give More The good news about giving is that you don't need to invest huge chunks of your time to do it. Often, the smallest acts of kindness and consideration can have a big impact on those around us. So, how can we give at work? 1. Just Listen A great way of giving is simply to listen to others. When you do this, listen without contributing your opinion, and without trying to "top their story." Use Active Listening skills, so that you can fully grasp what they're telling you, and respond with empathy and understanding. 2. Offer Specific Help How many times have you heard a colleague say, "Let me know if you need any help!" but had the distinct feeling they didn't really mean it? Vague offers of help can come across as half-hearted or insincere. Offering help in a specific way shows that you mean it. For instance, your colleagues may be complaining about their workload. So, offer specific help: volunteer to collect their lunch for them, so that they can continue working, or give them a hand with a task if your own workload allows. When you offer specific assistance, you let others know that you're truly willing to help. 3. Show Gratitude If you're in a leadership position, how often do you give praise to your team? How often do you say "thank you" to your assistant for the good work he or she does every day? Showing gratitude to those around us, whether above or below us in the hierarchy, is a simple but powerful way to give. So, find ways to say "thank you" to your team and colleagues. You might be surprised at the difference that this makes to your relationships! 4. Become a Mentor When you mentor others, you can share a lifetime's worth of knowledge and skill in order to help them succeed. This unselfish act not only benefits the professionals you work with; it can change your own life in many ways. It probably goes without saying that your organization will benefit when strong mentoring relationships are formed within it. Start mentoring in the workplace now, and experience the satisfaction that comes with helping others to succeed. 5. Share Resources If your team or department has ample resources or supplies, why not offer to share them with another team or department, particularly if it is not as well funded as yours? This could include sharing resources such as physical supplies, but also knowledge, technology, and team member expertise as well. (This won't be viable in some situations. Use your own best judgment here, and make sure that you're doing your own job properly as well!) 6. Offer a Hand to New Employees Can you remember what it was like on your very first day at the organization? You didn't know anyone, and you probably felt overwhelmed by all of your tasks and responsibilities. When a new employee joins your organization or team, spend time with him/her during first few weeks and help to have a successful induction. Offer to help him/her get used to her new role, and take around to meet everyone that he/she will be working with. Share your knowledge about the organization's culture and values. This can make a challenging transition smoother and less stressful. 7. Practice "Random Acts of Kindness" Random acts of kindness can transform both you and the person you help. When you are kind to someone anonymously, you give for the simple, ego-less pleasure of giving, and that's it. So, practice random acts of kindness when you're at work. What can you do? Leave a cup of gourmet coffee on your colleague's desk when he or she is having a bad day. Send an anonymous "thank you" letter to your organization's cleaning staff. Bring some healthy snacks or homemade cookies to work, and leave them anonymously in the break room, with a note letting others know that they're for everyone. There are endless ways that you can make a positive impact on someone else's day. Just use your imagination! 8. Find Your Purpose Every job has a purpose. It's easy, especially when we're busy and stressed, to forget how our role helps others. But, no matter what we do or where we do it, ultimately our work should benefit someone else. Take time to find your purpose at work. Once you dig down to find the ultimate meaning of what you do, you may be surprised by how much your work helps others. *Although it's important to give your time and energy to others, it's equally important not to go too far! For example, giving a lot of your time to a client might not sit well with your boss, especially if that time is billable. Equally, if you spend too much time helping your colleagues, you may find that you don't have time to accomplish your own objectives. It's important to find the right balance between helping others, and focusing on your own goals and tasks. Key Points Giving our time and energy to others not only feels good, but it's been proven to make us happier, more productive, and more engaged with our team and organization. Giving also offers positive physical benefits as well: it helps alleviate stress, helps lower our risk of illnesses like depression, and even helps us live longer! You can give back to others by doing any or all of the following: Just listen to others. Offer specific help. Show gratitude. Become a mentor. Share resources. Offer a hand to new employees. Practice random acts of kindness. Find your purpose. Make an effort to give regularly - you'll love the results!

There are so many reasons why we should be generous in the workplace. Start giving now, and enjoy the results!

By:
James Manktelow 

Mindtools

Wings of Fire: An Autobiography of APJ Abdul Kalam (1999)

Wings of Fire

Wings of Fire: An Autobiography of APJ Abdul Kalam (1999) 

• We are all born with a divine fire in us. Our efforts should be to give wings to this fire and fill the world with the glow of its goodness.

• I wonder why some people tend to see science as something which takes man away from God. As I look at it, the path of science can always wind through the heart. For me, science has always been the path to spiritual enrichment and self-realisation. (p. 15)

• ... the best way to win was to not need to win. The best performances are accomplished when you are relaxed and free of doubt. (p. 31)

• One of the important functions of prayer, I believe, is to act as a stimulus to creative ideas. Within the mind are all the resources required for successful living. Ideas are present in the consciousness, which when released and given scope to grow and take shape, can lead to successful events. God, our Creator, has stored within our minds and personalities, great potential strength and ability. Prayer helps to tap and develop these powers. (p. 32)

• My impression of the American people can be summarized by a quotation from Benjamin Franklin, "Those things that hurt instruct!" I realised that people in this part of the world meet their problems head on. They attempt to get out of them rather than suffer them. (p. 38)

• I often read Khalil Gibran, and always find his words full of wisdom. "Bread baked without love is a bitter bread that feeds but half a man's hunger"—those who cannot work with their hearts achieve but a hollow, half-hearted success that breeds bitterness all around. If you are a writer who would secretly prefer to be a lawyer or a doctor, your written words will feed but half the hunger of your readers; if you are a teacher who would rather be a businessman, your instructions will meet but half the need for knowledge of your students; if you are a scientist who hates science, your performance will satisfy but half the needs of your mission. (p. 45)

• I have always been a religious person in the sense that I maintain a working partnership with God. I was aware that the best work required more ability than I possessed and therefore I needed help that only God could give me. I made a true estimate of my own ability, then raised it by 50 per cent and put myself in God's hands. In this partnership, I have always received all the power I needed, and in fact have actually felt it flowing through me. Today, I can affirm that the kingdom of God is within you in the form of this power, to help achieve your goals and realise your dreams. (p.49)

• I have always considered the price of perfection prohibitive and allowed mistakes as a part of the learning process. I prefer a dash of daring and persistence to perfection. I have always supported learning on the part of my team members by paying vigilant attention to each of their attempts, be they successful or unsuccessful. (p. 58)

• I was (and am) a terrible conversationist but consider myself a good communicator. (p. 76)

• To succeed in your mission, you must have single-minded devotion to your goal. Individuals like myself are often called 'workaholics'. I question this term because that implies a pathological condition or an illness. If I do what I desire more than anything else in the world and which makes me happy, such work can never be an aberration. (p. 89)

• Total commitment is the common denominator among all successful men and women. (p. 90)

• I have used the word 'flow' at many places without really elaborating its meaning. What is this flow? And what are these joys? I could call them moments of magic. I see an anology between these moments and the high that you experience when you play badminton or go jogging. Flow is a sensation we experience when we act with total involvement. During flow, action follows action according to an internal logic that seems to need no conscious intervention on the part of the worker. There is no hurry, there are no distracting demands on one's attention. The past and the future disappear. So does the distinction between self and the activity. (p. 91)

• To me, the level of responsibility is measured by one's ability to confront the decision-making process without any delay or distraction. (p. 96)

• To live only for some unknown future is superficial. It is like climbing a mountain to reach the peak without experiencing its sides. The sides of the mountain sustain life, not the peak. This is where things grow, experience gained, and technologies are mastered. The importance of peak lies only in the fact that it defines the sides. So I went on towards the top, but always experiencing the sides. I had a long way to go but I was in no hurry. I went in little steps—just one step after another—but each step towards the top. (p. 98)

• Happiness, satisfaction, and success in life depend on making the right choices, the winning choices. There are forces in life working for you and against you. One must distinguish the beneficial forces from the malevolent ones and choose correctly between them. (p. 106)

• Perhaps the main motive behind my isolation was my desire to escape from the demands of relationships, which I consider very difficult in comparison to making rockets. All I desired was to be true to my way of life, to uphold the science of rocketry in my country and to retire with a clean conscience. (p. 121)

• It has been my personal experience that the true flavour, the real fun, the continuous excitement of work lie in the process of doing it rather than in having it over and done with. (p. 135)

• A person with belief never grovels before anyone, whining and whimpering that it's all too much, that he lacks support, that he is being treated unfairly. Instead, such a person tackes problems head on and then affirms, 'As a child of God, I am greater than anything that can happen to me.' (p. 135 or p. 136 in certain university press editions)

• I never used any outside influence to advance my career. All I had was the inner urge to seek more within myself. The key to my motivation has always been to look at how far I had still to go rather than how far I had come. (p. 140)

• This is my belief: that through difficulties and problems God gives us the opportunity to grow. So when your hopes and dreams and goals are dashed, search among the wreckage, you may find a golden opportunity hidden in the ruins. (p. 140)

• Great dreams of great dreamers are always transcended. (p. 161)

• I will not be presumptuous enough to say that my life can be a role model for anybody; but some poor child living in an obscure place in an underprivileged social setting may find a little solace in the way my destiny has been shaped. It could perhaps help such children liberate themselves from the bondage of their illusory backwardness and hopelessness. (p. 167)

• Are you aware of your inner signals? Do you trust them? Do you have the focus of control over your life in your own hands? Take this from me, the more decisions you can make avoiding external pressures, which will constantly try to manipulate and immobilise you, the better your life will be, the better your society will become. The entire nation will benifit from having strong, inner-directed people as their leaders. (p. 175)

• Life is a difficult game. You can win it only by retaining your birthright to be a person. And to retain this right, you will have to be willing to take the social or external risks involved in ignoring pressures to do things the way others say they should be done. (p. 176)

• Dreams are not what you see in sleep. They are the things that do not let you sleep

Excellence is not for someone else to notice..

A man once visited a temple under construction where he saw a sculptor making an idol of God. Suddenly he noticed a similar idol lying nearby. Surprised, he asked the sculptor, "Do you need two statues of the same idol?" "No," said the sculptor without looking up, "We need only one, but the first one got damaged at the last stage." The gentleman examined the idol and found no apparent damage. "Where is the damage?" he asked. "There is a scratch on the nose of the idol." said the sculptor, still busy with his work. "Where are you going to install the idol?" The sculptor replied that it would be installed on a pillar twenty feet high. "If the idol is that far, who is going to know that there is a scratch on the nose?" the gentleman asked.

The sculptor stopped his work, looked up at the gentleman, smiled and said, "I will know it."

The desire to excel is exclusive of the fact whether someone else appreciates it or not. "Excellence" is a drive from inside, not outside.

Excellence is not for someone else to notice but for your own satisfaction and excellence..

Get up every morning to compete with only one person i.e yourself..!!