Get A Firm Grip On Team-Building Events

Common manager thinks - "My team is not working as well as it should. We need a team-building event to sort it out” or even worse, "Everyone is having them, why not us?”.
Although team outings are the latest buzzword in the corporate arena, do all teams return from the ‘trips' with a firmly ensconced team spirit in tow? Will simply playing football in teams or a vigorous session of rock-climbing translate into effective teamwork in the office milieu? If only…
Is it any wonder than that most of these much-hyped sessions not only fail to live up to expectations but also flounder- a colossal waste of precious time and money?
Getting the 'plan' off the ground
Taking off once or twice a year to cooler climes or beach resorts works just as a relaxing escape or an unwinding vacation at the most. However, a team-building session is no picnic by a long shot surely not for the organisers.
Active teaming exercises go much beyond throwing together a couple of games and fun activities. Before impulsively packing their bags and embarking to the 'latest' corporate retreat, managers should clearly understand the true concept of team-building events.
Instead of operating on a fuzzy notion of developing team spirit, carefully establish the exact purpose and goals that you wish to achieve. Structure the programme with specific objectives vis-à-vis the type of team, kind of attitude required, level of interaction to be developed, and the brand of behaviour to be generated.
Also throwing together a group of people and expecting them to discover how to work together through a couple of ingenious contests is like asking for the moon. Even enforcing compulsory participation with the concurrent message, 'You all have to learn to work together as a team' will stir reluctant involvement and at times, even a loathing defiance. Promoting a deep understanding, trust and open communication is essential for milking the true potential of a team-building session.
Therefore, rather than simply 'encouraging' people to work together, facilitate an opportunity that helps them understand how team members really think, behave and function in a workplace context. Design team-building games that help participants to understand each other's perspective, strengths and motivations, thus instigating their capacity to cooperate with each other. As a top consultant explains, "Activities that give an opportunity to reveal the way we think, make decisions and react will create better and further understanding of workmates. Finally, a team building event that allows each others' attitudes and behaviour to surface creates better relationships in the office”.
Taking it forward
People cannot learn to work together just from a one-day or even week's attempt. As such, team-building events will not work as a one-off exercise. The temporary interaction can be effective only as an adjunct to enhance regular team building efforts carried out in the workplace. If organisational policies and practices are diametrically opposite to building team spirit, the whole event will just turn into a ludicrous fiasco! Therefore, demonstrating sincere commitment to pooling unity, cooperation and lasting relationships in daily operations is imperative.
If the 'team-building' is to add real value, make the cohesive outcome linger beyond the venue. This calls for constantly reinforcing the lessons learnt in daily work. Allow the new camaraderie to take root and start working, by following up with meaningful activities in the workplace. Promoting collaborative interaction amongst team members will create the right atmosphere that maximises the benefits of the time and energy spent.
As writer, Susan Heathfield emphasises, "The likely long-term effectiveness of a team building event is enhanced when you incorporate annual team building events within the company structure. This cultural framework of philosophies, values and practices is designed to build the concept of 'team' on a regular basis. In this environment alone, team building sessions can yield supportive results”.
Finally, team-building events alone cannot prompt effective teamwork. Organisations should involve other training programmes like role-playing, brainstorming or classroom training to build harmonious relationships. Even with this, team spirit cannot be inculcated overnight and will take its due time.

PAYAL CHANANIA

'Credit Stealer' Bosses On The Prowl

You are the one who burns the midnight oil – working hard, long hours and weekends too, to turn in a flawless assignment bang on schedule. You also toil endlessly to fine-tune a perfect cost cutting idea and submit it to the boss along with the project report.
Even as you sit back, waiting for the rush of accolades to pour in, no prizes for guessing who actually walks away with the credit! The boss slyly palms off the achievements as his own labour with ‘I did this’ or ‘My idea is…’. He steals the show from under your very nose while your hard work does not merit even a passing mention.
Surprised? Don’t be! Credit-stealing bosses are more common than you ever imagined.
Dirty politics rule the roost as most bosses routinely try to hog the limelight. They present the subordinate’s work and bright ideas to the company’s top brass as their own and downright refuse to even share the kudos. All that the slighted employee can do is sit around fuming at the gross injustice.
Crying foul or kicking up a fuss would be futile. The boss wields significant control on your career and a combative stance will end up pushing the wrong buttons. Also, you hear serious allegations of deceit or theft. These form indubitable grounds for dismissing you as ‘insubordinate’ or ‘hysterical’.
However, a glaring lack of acknowledgement of inputs and recognition for contributions is not only hard to swallow but can undermine the victim’s self-confidence. Repercussions on efficiency and creativity are bound to follow. So, here are a few tips for tackling the situation smartly:
Keep emotions in check: Never commit the grave error of storming into the boss’ office to label him as a thief. Do speak up, instead keep the confrontation polite, calm and professional. Play down your feelings, resolve the matter tactfully and just hope that he gets the message!
Play it safe: Do not play into the boss’ hands by giving him further opportunities to steal your work. Circumvent the scene-stealing tactics by changing the way you share your work or suggestions. Following are a few quick fixes that make it hard to steal the credit due to you:

• Make sure your name is always alongside anything you document.  

• Before submitting your work, keep documentary proof by making backup copies with a date stamp on it.  

• Do not even think of sharing your ideas with the boss beforehand (for feedback) ever again, not in private at least – it’s an open invitation to steal.  

• Outsmart him by unveiling the solution/output publicly or in meetings where minutes are duly recorded. As writer Adrian Savage advises, ‘Try to make sure you never talk about any of your ideas except in situations where you can clearly label them as yours’.  

• Present your suggestions either in writing as memos, email messages, or send copies of discussed ideas to your colleagues and superiors. The evidentiary trail will indisputably link your name to your ideas.
Toot your own horn: Take pride in the fact that your work/ideas are good enough to steal credit. Wrestle the acclaim due to you by regularly reviewing your achievements and suggestions with appropriate superiors. Doing important, visible tasks and taking initiative in front of others will also garner recognition for your strengths and successes.
Turn it to your advantage: Understand that the boss is either insecure of his own abilities or perceives you as a threat. This makes him resort to underhand glory-grabbing antics. Some clever bootlicking is in order – admire his work, solicit suggestions and show respect, build a rapport that impedes him from the unethical credit-stealing.
At times, be willing to deflect the personal praise and share the credit by hyping the boss’ support and encouragement. If possible, learn to let go and allow the boss rake in the congratulations. Making the boss look good will absolve the insecurities even while you bask in the reflected glory.
Put your foot down: If all else fails, as a last resort, go over the boss’ head and report the ‘plagiarism’ to a superior or the super boss. You can build a case against him armed with evidentiary defence or simply angle for a transfer. However, as one newspaper puts it, ‘There are a few organisations which are open to taking proactive action but be prepared for the possibility of getting branded as a trouble-maker!’
So, cross your fingers and hope for the best. If even this does not work and you still ‘need’ the credit you deserve, it’s time to air out your resume and find a new job!

PAYAL CHANANIA

Does Pay-For-Performance Really Pay?

Today, pay-for-performance is increasingly being trumpeted as the consummate paradigm for almost everything under the sun – be it enhancing motivation, efficiency, creativity, recruitment or retention. The overriding corporate theory is that rewards and bonuses induce employees to work better and better!
Prompted by this rash logic, CEO’s and HR managers are willing to dole out financial rewards and non-monetary incentives by the bushel.
They push rewards and bonus schemes on employees at the drop of a hat without ever stopping to consider a lurking downside to the ‘dangling carrot’.
The question though is do the incentive programmes really work? Will meting out cash payments, gift certificates, T-shirts, complimentary lunches or free cruise holidays really boost even morale, let alone innovation or productivity?

The misguided carrot and stick
Pay-for-performance schemes may work in the beginning, but in the long run, they backfire and actually turn unhealthy for the company.
The ‘American @ Work’ survey also affirms, ‘Money is especially weak as an incentive when it comes to encouraging employees to think more creatively’.
When rewards and bonuses become the paramount motivators, the workforce is solely driven by the distracting personal visions of reaping the incentives.
Seduced by the dream of earning extra money/perks, employees only work more, not better. In the mad race to figure on the list of achievers, they are willing to compromise on everything that stands in their way, quality included. The initial peak in productivity is more than wiped out by the lasting damage to efficiency and innovation. Ethics, trust, loyalty and commitment to common interests also go for a royal toss.
This apart, linking pay to performance also engenders a battle zone of internal contests that spew injurious competitiveness, backstabbing and constant one-upmanship.
Things turn nasty as employees fight over achievements and do not hesitate to push the blame on others. As such, the spur of financial incentives erodes teamwork, ruins interpersonal relationships, undermines company goals and wipes away creative risk-taking completely.
Moreover, in a culture that supports pay for performance, the preliminary appeal of rewards wanes eventually leaving the organisation totally stranded with a crippled workforce to boot. Alfie Kohn, leading thinker and author of Punished by Rewards rightly observes, ‘Rewards programs cannot work because they are based on an inadequate understanding of human motivation.
One of the most thoroughly replicated findings in social psychology, is that the more you reward people for doing something, the more they tend to lose interest in whatever they did to get the reward. And when interest declines, so does quality!’

Recognising right
Well, taking the easy way out with a manipulative, ‘Do this and that will be yours’ is pretty flawed and actually unhinges organisational effectiveness with deteriorating performance standards, morale and productivity.
1. Companies have to perforce dump the traditional programmes that exclusively reward individual performance and concentrate on long-term enhancements.
2. The accent should be on designing new strategies that recognise and reward genuine hard work, innovation, risk-taking, problem solving and growth attitudes.
3. Assemble an appropriate mix of bonuses with cash and non-cash rewards that are both variable and of perceived value.
4. Proffer appealing ‘carrots’ that tie recognition to efforts and encourage employees to improve individual performance even while upholding corporate goals. Also, base the incentives, salaries and even profit-sharing plans on overall team, department and company performance to foster a sense of cooperation, kinship and loyalty.
5. Monitor the implementation on an ongoing basis to eliminate any unintended effects and determine programme effectiveness.
6. Moreover, an annual or six-monthly formal performance review process is disappointingly inadequate in feeding employees’ unabated need to be recognised. Immediate personal reinforcement and on-the-spot praise works wonders that the costliest incentive can never match. As Bob Nelson, asserts in 1001 Ways to Reward Employees, ‘Personal recognition can be more motivational than money. You can obtain from your employees any type of performance or behaviour you desire simply by making use of positive reinforcement.’
This will get their minds off the money factor and orient them to concentrate on the work and goal achievement.
7. Last but not the least, shape the rewards as challenging assignments that present opportunities for personal growth.
Afterall, the job itself is the best motivating factor and can garner untold excitement. To quote management theorist Frederick Herzberg, ‘If you want people motivated to do a good job, give them a good job to do!’

PAYAL CHANANIA

Dressing The Part Does Pay And How.....

At the risk of sounding heavily clichéd, I still cannot resist saying, ‘Clothes make a man!’ Grumble all you want, but in today’s era of appearances, you cannot fight the reality that you are almost always judged by what you wear. In fact, 55 per cent of another person’s perception of you is based on how you look.
Dressing carries influence and plays a subtle and imprecise role in your career prospects right from landing a lucrative job to future progression and ultimate success. As top career adviser, Calvin Bruce emphasises, “How a person dresses makes a statement about one’s self-identification and level of occupational aspiration”.
Call it prejudice, a jaundiced eye, unfair discrimination or what you will, but a candidate’s physical appearance often sways interviewers’ opinions. The ‘first impression’ triggers subliminal reactions and becomes a conclusive precursor of candidate credibility and potential. Appropriate attire conveys a diligent and conscientious persona of one who can do the job effectively while under-dressing shows him/her as lackadaisical.
Power dressing is here to stay. When looking the part matters almost as much as abilities and experience, can you still afford to neglect projecting the right image at work? So, why not try to ‘dress as you want to be seen’!
Power dressing
These days, most companies strive to maintain a refined corporate image. Paying a little attention to the way you dress will set the tone for professional success.
But, it goes without saying that how you dress does not play a direct role in how you perform on the job. Yet, again when you look better, you definitely feel better too. Looking the part you want to play not only conveys an impression of power and competence, but also triggers self-assurance, confidence and assertiveness in the wearer. Combining a serious, professional look with understated elegance will confer an ambitious and rising image in the eyes of all – be it you, the interviewer, supervisor, client or the big boss himself!
This does not mean that you have to keep constant tabs on the latest fashion trends or even splurge on an exclusive wardrobe. Investing in staple business attire with suitable personal deportment will lend a stylish elegance to your appearance. The trick is to strive to blend in with others even while making a personal distinct statement.
Rules of corporate attire
Moreover, increasingly relaxed overtones have set in with formal corporate gear giving way to more lenient dress codes. However, most employees abuse the ‘casual’ policy with eclectic, unkempt and/or slovenly clothing. There are certain rules for ‘casual dressing’ too and the informality does not license you to go overboard with a slapdash appearance.
Here’s how to incorporate chic professionalism in the most casual look to shout that you are a winner:
• There is no place for flamboyance in the workplace. Avoid flashy clothes, garish colours or wild prints (jeans and T-shirts too if possible) even for the most ‘casual Fridays’. Be relaxed yet conservative in your dressing with decent, tasteful and coordinated clothes in simple, straight lines. Opt for neutral, sober or solid colours especially for formal wear like suits and ties.
• Rumpled or dirty garments are another strict no-no. Wear clean, well-ironed and good quality clothes at all times. Also, they should be well tailored with good fitting.
• Clean and polished leather shoes with dark socks will better enhance your image than sandals, sports shoes or unmatched socks! Similarly, women should avoid high heels and garish sandals.
• Spiked or coloured hair is strictly avoided. Stick to a neat, well-groomed and professional hairstyle. Men should sport short hair and beards/moustaches should be neatly trimmed.
• Play it safe by covering tattoos and unnecessary piercings that can spark a controversy. Only pierced ears and nose are permissible for women too.
• Go for the minimalist look by passing up on excessive jewellery, accessories or overdone make-up.
• Body odour should be definitely avoided, yet go easy on the cologne/aftershave or perfume.
• Even purses, wallets, briefcases and portfolios should be of good quality and colour-coordinated with your entire ensemble.
These are not carved-in-stone rules, as actual dress codes will vary from company to company. So, consider organisational policies, corporate culture and work environment before selecting apparel, jewellery and fragrances that boost the professional image you want to convey. For instance, trendy attire is essential for advertising agency employees, but detracts heavily from a lawyer’s image! Else, note the dressing style of hotshot executives and power players when finalising your workday wardrobe, to obtain an office-friendly, sophisticated and winning appearance.
If still in doubt, opt for a conventional (not dowdy) and overdressed look. As it has been always said, “The most basic mistake new employees make is under-dressing. If unsure, dress conservatively. The best way to avoid a problem is to understand the corporate culture”.

PAYAL CHANANIA

Do Not Bite The Bait

SO, YOU have finally decided to quit the job! Money, work hours, lack of job satisfaction or some such issue must be behind your decision. Or, you have a better offer strapped under your belt and are all set to say, `I quit'. After a conscious deliberation, you let the cat out of the bag. No sooner you drop the bombshell than there is a mad scramble to keep you on board. The manager tries to woo you back with an irresistible pay hike or promotion. You can just about picture a leering hunter eyeing his prey fall for the bait!
Against your better judgment, you give in to the temptation and take accept the offer. After all, who can resist the compelling ego-boost at being implored to stay on? You have successfully outfoxed the management and pretend to continue work as if nothing ever happened.
But, is it really a case of all is well that ends well? Alas, try as you might, but things can never be the same again. Here's what goes on behind the scenes as you obliviously go about your work as usual.
Playing for time
While you bask in the glory of having `got what I wanted', your days are already numbered as the management sets the wheels in motion to chuck you, come first opportunity. The counter offer was just an insipid platitude to keep you hanging around till they can find a suitable replacement. You will find yourself left out in the cold before you can even think of saying, `I quit' again.
The plot thickens
The counter offer may be a face-saving gesture for the manager as he may consider it his prerogative to fire you. You cannot fire the boss; but rest assured that he will do so at his own sweet time.
Loyalty in question
Meanwhile, your subsequent actions will acquire a shadow of suspicion and untrustworthiness. You will find yourself repeatedly being passed up for promotions and prized assignments as the quitting act reeks of insufferable treachery. Also, your name will undoubtedly figure on the top of the `hit list' and you will be the first one to face the axe whenever the situation arises. Thus, a counter offer could mean a very uncomfortable and possibly short-lived stay at the company.
Peer animosity
Things get progressively worse! You are viewed as the defector in the ranks and lose peer respect and acceptance. Formerly amiable colleagues could go out of their way to avoid you and you find yourself being alienated.
These facts acquire the seal of confirmation from a National Business Employment Weekly survey result which says that 89% of the people accepting counter offers are let go or voluntarily leave in 6 months itself!
So, pause to ponder on the following points before you think of saying `Yes' to that alluring counter offer.
What's your battle?
Do not lose sight of the real issues in the face of a fatter pay cheque or higher job title. Focus on what brought you to the point of leaving - be it hours of work, impossible deadlines, inefficient managers, unfavourable work conditions, etc. Will the perks that are being offered answer your initial objections? If not, you will be back to square one as the same circumstances that prompted you to consider a change will remain. Afterall, as it is often said, `A raise won't permanently cushion thorns in the nest'.
Why now?
Did it take your announcement to open the management's eyes to your value? If you are really worthy of the offer, why did you have to consider resigning to get them around? Think, think!
Is it blackmail?
Is your decision merely a threatening tactic to wring out some more perks or money from the company? Well, no one likes being blackmailed, especially not the boss! It is always better to go in for a straightforward across the table discussion.
What's more, can you really live with the knowledge that you have well and truly been bought by the `buyback' offer?
So, tempting as it maybe to accept the cheesy offer rather than taking a chance with a new job, it's always better to stand by your decision and bow out gracefully.
However, there are always exceptional cases where accepting a counter offer is genuine and works out to the benefit of all concerned. Just make sure that you keep the above points in mind to make it a gamble worth taking!

PAYAL AGARWAL

Diversity-Savvy Workforce

Help! Businesses are going global!
THIS PLEA may sound contradictory in itself. After all, everything seems hunky-dory as markets expand big-time and cross international frontiers too. Even the most die-hard pessimist cannot find anything heart-rending in this propitious, win-win scenario.
Well, engrossed as they are in the mêlée to capture global markets, many organisations fail to see that they are taking on board a diverse workforce too. In fact, the world has become a small place, what with people belonging to different races, ethnicity, religion and nationality working together under one roof. The sanguine situation turns hostile as diverse people literally step on each other's toes setting the stage for clash of cultures, which could translate into discrimination lawsuits.
This is just the tip of the iceberg as companies blindly send executives on overseas assignments only to see them return before the scheduled time, dejected by the inevitable cultural differences. This is corroborated by recent surveys, which state that one in seven people invariably fail in their international assignments.
So, is there hope for diversity to flourish or will this fad die a slow death?
Well, as the legendary adage goes, `In the midst of every difficulty, lies great opportunity'. The odds stacked against an organisation could be turned around to its advantage by arming the employees with the requisite competencies to rise to the challenges. As Roosevelt Thomas, executive director of the American Institute for Managing Diversity in Atlanta, says, `The goal of managing diversity is to develop our capacity to accept, incorporate and empower the diverse human talents'.
Intensive diversity training programmes and workshops that celebrate multiculturalism are the order of the day. And, an inclusive workplace strategy involves a two-pronged approach.
On the home turf
Cross-cultural training helps combat the complexities of a modern-day diverse world where a seemingly harmless ethnic joke acquires discriminatory connotations and could invite the wrath of the law too. When divergent viewpoints on everything, from completing tasks, solving problems and resolving disputes, could potentially throw a spanner in the works, holistic and customised training can help reconcile the striking differences in communication, reasoning and relationships.
It augments people's awareness, understanding and appreciation of cultural differences so that they work and live harmoniously. The hands-on training, laced with real-world examples, helps them overcome their prejudices and stereotypes thereby building rapport, trust, respect and unity.
Testing foreign waters
Employees on international assignments need extensive training and support so that they do not commit any cultural faux pas. It also helps them overcome the teething troubles that have to be surmounted while working in a foreign country. A proactive diversity initiative should not only encompass the foreign-bound employee, but his family too.
A typical sojourner training plan involves a diagnostic session with the employee and his family to ascertain their cross-cultural effectiveness and formulate a personalised strategy to enhance their adaptability. Such customised counselling improves their understanding of the new people, surroundings, business culture, customs, values and practices in the destination country. Survival tips build cultural flexibility helping them adjust and adapt to the alien business and living conventions.
Finally, diversity-compatibility is a vital soft skill that increases employee knowledge of and sensitivity to diversity issues thus synthesising them into a harmonious whole. Therefore, organisations can employ a diversity professional (trainer or consultant) to arm their workforce beforehand.

PAYAL AGARWAL

Distrust Causes Disjointed Teams

THE team leader is the boss, everyone has to do what he says... . At least that's what appears on the surface of things. But scratch the surface and one couldn't be more wrong.
There are more forces at play than an average manager can fathom. As the head, you may strive to create a cohesive atmosphere, but the team spirit goes for a toss as knotty issues gain precedence.
Hostilities reign supreme while you try to unravel what's going on. Needless to say, the whole team becomes a chaotic wreck and the entire organisation has to pay the price.
One rotten apple
Every team invariably has at least one member who functions with an entirely different agenda in mind. This disengaged, dysfunctional employee overtly challenges the leader at every step and tries to undercut his authority with constant refutations (some logical and true too), scornful criticism or personal attacks. Else, he may give in to malicious backbiting, telling tall tales or spreading spiteful rumours to covertly undermine the manager's influence.
Whatever be the means adopted, the end result is the same. After all, no prizes for guessing who employees will side with when an outsider `threatens' one of their own. Therefore, the perpetrator prolifically paints himself as an `innocent' victim and recruits gullible members by the dozen. With distrust written large in their eyes, the `allies' join forces to disrupt the team and shut out the leader. You were striving for unity and camaraderie only to be saddled with a `coming together' in an entirely different vein.
In the eye of the storm
When team leadership is in question, misguided members slowly drift away making you question why you ever decided to become a manager. Is it any wonder then that many a helpless team-head wants to quit the job out of sheer frustration?
Aggravated by the devious politics at play and unable to comprehend the petty motives, you may ostracise a few members or pit them against each other to get everyone to fall in line. Such shooting from the hip though just creates further resentment. You play right into the hands of the `Machiavellian manipulator' and end up pulling the team apart all the more.
It's all about the people
Well, combating the incipient shadows calls for a radical change in approach. As authors Mike and Harvey Robbins reveal in their path-breaking book, Why Teams Don't Work, "Instead of knocking people down, clear the path by winning over those who stand in the way".
Here's how to build fences and generate allegiance:
1. Try to unravel the core issue behind the deliberate sabotage. It may spring from a mere difference of opinion, misunderstanding, personality clash or ego hassle to an obscure notion of entitlement, vendetta or even unapologetic unscrupulousness. This understanding will pave the path for initiating engagement.
2. Once you size up the situation, have a private conversation with the team member. Ask questions to explore solutions to work together effectively even while reassuring him of his value and worth.
Subtly drive home that the undermining is self-defeating with imminent despair resulting from lack of proper leadership and guidance. Implore them to realistically appreciate what's in it for them and `climb aboard' with support to get the team back on track.
3. Overcome the resistance. Create an exciting work environment - honour members, empower them, allocate responsibility, offer constructive feedback, timely recognition, and help resolve problems effectively. Check your ego and step back to harness group energies and facilitate friendly interactions.
4. Avoid playing favourites and bow down to group perspective whenever possible to create buy-in. Persevere with genuine enthusiasm and inspirational support instead of bulldozing them into acceptance.
5. Use team-building events to help team members and all concerned bond. Tap the structured opportunity to understand the members' perspective, what they want and what makes them tick.
6. Candid honesty is the need of the hour. As HR manager and certified quality management facilitator, Lisa Simmons advises, `There will be times when you simply won't have all the answers. Admit you are only human and search for the solutions together. Trying to fool "most of the people, most of the time" only results in making you look foolish and reducing your credibility as a leader.' Willingness to acknowledge mistakes, differing views and critical feedback goes a long way in winning trust.
7. Sincerely advocate, `we are all in this together' and `there is no "I" in the team'. It will create a strong foundation that cannot be swayed. So, be willing to push the envelope for the entire team and lead by example.
Finally, before finding faults remember what renowned consultant Ram Charan has to say, `A leader gets the behaviour he tolerates or displays'.

PAYAL CHANANIA

Dealing With Rejection

NOBODY likes rejection. It's a universal reality. Getting a rejection letter from a company you eagerly wanted to work for is hard enough. But saying no to an interested employer could prove to be harder still. In an age defined by downsizing and lay-offs, landing a job offer is a commendable feat in itself. And so, it is a bit of an oddity if, after completing mission impossible, you plan on turning down a job offer. Well, at times the marvelous chance may not be as suitable as it appears to be. This could be for a number of reasons: either the pay package is not as lucrative as you'd hoped, or the job may not fit in with your career goals or personal values. Sometimes, it could also be that you've applied for multiple vacancies and have already received or are waiting for a better offer from another source.
It could also be that have you have just got to know that the company is not very reliable or is entangled in some legal or financial mess. Sandhya, a job-hunter recalls how, just as she about to accept a job offer, she ran into an acquaintance who casually mentioned that he hoped the company's recent administrative scandals had been resolved!
Whatever the reason be, declining a job offer calls for loads of strength and courage. It is no small matter as your whole career is at stake.
How to say `no' and still win
Think carefully before turning your back on the offer. Once you cross this line, there's no going back. At times, minor drawbacks like your job title, travel time or slight increase in salary are negotiable. Do not let a good job slip through your fingers, as the employer may be open to marginal modifications.
However, if you see no other way out, here's how to say, `Thanks, but no thanks' with poise and élan:
1. Taking a few days time to contemplate the offer is normal. However, if you choose to decline, do not string the employers along. Make your decision known as soon as possible so they can find a replacement quickly.
2. A lot of people prefer to maintain their silence instead of saying `no'. You should remember that the company has invested considerable time and money in interviewing, considering and deciding your candidature. The least you can do is respond properly.
3. Draft a letter explaining why you cannot accept the offer. Be courteous and tactful. Exercise care and caution in the phrasing. A poorly worded rejection can be misinterpreted. Use positive and constructive language, proper etiquette and grace.
4. Be polite. Thank the company for extending the offer. Express your appreciation for their time and effort. You can also soften the blow by sugarcoating it with a word of praise. Refer to the aspects of the company that impressed you and show that you feel honoured by their interest.
5. Do not highlight the negative aspects of the job, be it lack of challenging work or growth opportunities. A straightforward, `I don't feel that your organisation will be the best choice for me', is appropriate. You can even say that you have opted for another company, if you wish to; however, furnishing the details is not necessary.
6. Maintaining professional and courteous relations will leave the door open for future opportunities. You never know when your paths may cross again. Down the road, he could turn out to be a prospective client, associate or even an employer. Moreover, staying in touch can be a shot in the arm for your career as it helps build a good network of contacts.
7. Sending a tactful `thank-you' note will definitely help in keeping your bridges intact. The employer may not like your rejection, but he will understand your reasons for doing so. It will stand you in good stead. As one manager remarks, `I have gone out of my way to hire/refer to my network candidates who have the grace to send a thank you note. This type of class and good upbringing is rare and valuable. I assume that is how they will treat my customers as well, and that's what I want!'
The employer will admire your sincerity and more often than not, he may be the one to walk away with regret over losing you!

PAYAL AGARWAL

Dealing With A troubled Employee

A ONCE-to-be valuable and productive employee unexpectedly starts turning in less than acceptable work. He may appear constantly distracted and obdurate, to make bad judgments or come in late to work - a rare phenomenon in the past.
More often than not, the root cause of such dramatic behavioural change is troubles - either personal or professional. Most employees develop some problems at some point of their careers, which negatively influence their work, standards, morale and attitude. The genesis may be job-related, like frustration from lack of approval despite a job well done, deficiency of work-skills, job stress; or personal - like financial woes, marital discord, family disruption or even substance abuse.
It is a Catch-22 situation for the supervisor. Raking up the subject may fan the fire, while taking the ostrich- approach and burying their heads in the sand will also compound the issue.
It is not considered prudent to let sleeping dogs lie if it begins to tell on the concerned employee's performance. Whatever be the reason, the manager has to step in and help resolve the predicament. After all, it is his responsibility to maintain acceptable work levels. It will also take its toll on co-workers who feel overworked and resentful as they are forced to fill the gap.
Moreover, the employee's problem will progressively worsen if allowed to continue unhampered. Ignoring it can also arouse antipathy. As Mr. Clarke of Johnson Enterprises, who resigned from a well-paying job, says, `I had a problem and I did not get any help. If I had got some real assistance, I would not have left'.
Rising to the challenge
Dealing with a troubled employee is a delicate matter. You have to help him out of the tribulations without stepping on his toes. Here is a step-by-step approach to help sort out the issue.
A stitch in time saves nine - The manager is in the best position to spot employee problems. He should be cognizant of dramatic performance changes. Watch for patterns of work slowdown, preoccupation, constant fatigue, inability to cope, mood swings or frequent absenteeism. Timely and appropriate response to the early warning signs can help prevent long-term deceleration in performance.
Air the issue - Speak to the concerned employee in a supportive and objective manner. Describe the changed behaviour and show how his work has been affected. Make it clear that the intervention is because his productivity is dropping. Express concern but underline that he is responsible for his efficiency.
Give him a chance to air his feelings and woes. Be a sounding board for his troubles. A willingness to listen will make him feel valued and understood. Often, half the problem is solved if one gets a sympathetic ear!
Lend a helping hand - Explore, understand and help resolve the problem. Assist him in examining alternatives and choosing the best solution. Set up concrete goals and seek a commitment to improve performance.
Assigning new or challenging work can also help sidetrack the problem. Be willing to extend a deadline or adjust work hours to accommodate the crisis. If all else fails, professional help may be the only solution. Gently guide him to a therapist.
Keep the ball rolling - Continue to monitor his progress. If there is a change for the better, commend and encourage him. However, if he fails to adjust within a reasonable time frame, warn him about discipline procedures. Be prepared to follow through too.
Making the right moves
While dealing with a troubled employee a manager is in for a tightrope walk. The path is lined with potential pitfalls and traps. Here are a few of the common ones you can avoid:
Most supervisors tend to shy away from an employee's personal tribulations. It is your duty to help sort out the problem if it is affecting his work. However, never meddle in his affairs unless it affects his performance.
1. Balance empathy with the bottom line. Do not open the door for extra privileges at the cost of work standards. Covering up for him or cutting him extra slack will serve to compound the matter.
2. Be firm, fair and kind. You should neither be apologetic for interfering nor try to moralise or express recriminations. Do not diagnose either; you are not an expert!
3. Your willingness to help can turn you into a sitting duck for `con' jobs. Exercise judgment and watch for emotional tactics or `hard-luck' stories based on an intention to gain sympathy.
4. Maintain confidentiality. Placing an employee's troubles on the office grapevine will not only make you loose face but a valued employee as well.
`Fixing your broken workers' will skyrocket their productivity and inspire renewed motivation. And the employees will definitely thank you for the timely help!

PAYAL AGARWAL

Dare to think 'Out Of The Box'

IMAGINE this...
You are driving along in your car on a wild, stormy night. It is raining heavily, when suddenly you pass by a bus stop and see three people waiting for a bus:
1.An old lady who looks as if she is about to die.
2.An old friend who once saved your life.
3.The perfect partner you have been dreaming about.
Which one would you choose to offer a ride to, knowing very well that there could only be one passenger in your car?

This moral/ethical dilemma was once used as part of a job application. The options you have are:
Pick up the old lady, because she is going to die, and thus saving her Take the old friend because he once saved your life, and this would be the perfect chance to pay him back. However, you may never be able to find your perfect mate again
Take your perfect mate and live with the guilt of abandoning the sick old lady and letting a friend down
The candidate who was hired (out of 200 applicants) had no trouble coming up with his answer. He said `I would give the car keys to my friend and let him take the old lady to the hospital. I would stay behind and wait for the bus with the partner of my dreams'. What won him the job was his ability to think beyond the obvious. He displayed proficiency in what is generally called, `Thinking Outside of the Box'.
Let it go!
Gone are the days when sticking to tried-and-tested practices yielded dividends galore. Today, innovation occupies centre stage, calling for a divergence from the well-trodden path. Creative thinking is a critical competency for securing a job, completing assignments, conducting research and developing new concepts. To quote the popular aphorism, `If you only do what you always did, you will not even get what you always got'.
Lighting the bulb
Stephen Covey remarked, `To be successful, we must live from our imaginations'. Indulge your fantasies. Let your imagination run wild.
Build on that niggling idea at the back of your mind. Do not dismiss it as a waste of time. Sometimes the most ludicrous ideas do work out to be wonders.
Always remember the Einstein formula, `Question! Question!' Be inquisitive; ask questions. Ask yourself `why' and `what if' continuously to broaden your perspective, stimulate creative thoughts and generate new insights.
For example - Edward Land was taking pictures of his family on a vacation when his young son asked him why they had to wait so long to have the pictures developed. `Good question!' Land thought.
He sketched some ideas that he tried out when he got back to his lab in Boston. The result was the Polaroid - Land camera and the science of instant photography.
A word of caution
Creative thinking makes mundane work exciting and gives you the cutting edge over others. But, you cannot wait indefinitely for that flash of insight.
Do keep your feet grounded and do not seek to be different just for the sake of being different.
All said and done, we will definitely gain more if we are able to give up our traditional thought limitations.
So what was your answer to the conundrum above? Are you still trapped inside the box? Remember, when you dare to think out of the box, the box goes away.

Get creative! If the door is locked, try a window!

PAYAL AGARWAL

'Cubicle lunching' syndrome strikes offices!

CONJURE an image of a soft drink can by the side, a burger in one hand and the other... ... ... . typing away rapidly on the keyboard! Welcome the new lunchtime companions - the desk and the computer! Doesn't the initial snigger end in a plaintive moan as the piteous situation strikes a chord?
Unfortunately, more and more employees are routinely succumbing to the `cubicle lunching' syndrome. In fact, a survey by the American Dietetic Association found that 75 percent of office workers eat lunch at their desks as often as two or three times a week.
In the face of piling workload, looming deadlines and uncertain job futures, lunch primarily becomes expendable. Loath to waste time over lunch (?), managers as well as staff try to proverbially kill two birds with one stone as they work while eating. While most do it of their own choice, some employees are forced to yield due to peer pressure and unwritten rules as `everyone is doing it'! Then, there is yet another breed of self-confessed `desk potatoes' who lunch at their desks while simultaneously surfing the internet, conducting online shopping or playing the ubiquitous Solitaire.
Well, skipping lunch or snacking at the desk occasionally is a necessary evil in order to beat a pressing deadline or catch up with pending work. But, here's what happens when you make a habit of it:
Mechanical ingestion: Enjoyment of the meal is totally lost as you answer phones, check e-mail or are wrapped up in thoughts of work. The hand perfunctorily moves the food to the mouth in the type-and-swallow routine without really tasting, let alone savouring, a single bite. Being disconnected from the eating process, not only does one tend to overeat, but also wolfing down food hurriedly without proper mastication leads to choking and indigestion.
Siren song of junk food: Desk diners increasingly opt for the convenience of take-away or fast food over nutritious home-cooked meals or salads. Such fat-laden snacks are unhealthy and sap energy making you feel sluggish and tired. In fact, the wrong foods combined with mindless eating is primarily responsible for protruding bellies and growing waistlines; 46 per cent people gain weight after starting their jobs.
The bacteria buffet: Even after you finish munching at your desk, the crumbs and droppings linger around making it unsanitary. The telephone and desktop are the most germ-infested desk elements followed by the keyboard and mouse. In fact, in a recent study, researchers tracked disease-causing bacteria and germs in the office and found that, there are 400 times more germs present at a workplace desk than other places in the office. To further the argument, you may opt to regularly clean the desk with disinfectant wipes, but what about the polluted indoor air of the office?
More harm than good: Even if you save time by multitasking work and lunch, it has been proved that people are not all that productive while they are eating and even less so in front of a computer screen. Neither will it project you as an industrious employee; employers actually wonder whether you are overworked or unable to cope. Reality sets in when it,s too late and burnout is just around the corner.
Breaking bread together
In direct contrast to the above scenario, stepping out for lunch will let you enjoy the much-needed sunshine and fresh air. The physical activity will boost spirits generating energy and enthusiasm. Communal eating also gives the opportunity to interact with colleagues, strengthen bonds and build networks outside the daily grind.
As such, even company management should discourage `lunch at desk' with explicit policies. They should provide authorised dining areas like on-site lunchrooms, canteens and cafes.
Its breather time!
Think twice before habitually sacrificing lunch at the stake of rising workload. If you have been slogging away non-stop since the morning, do you really need to work through lunch too? After all, there is no end to work and what's more, it will just expand to fill the time available.
Sorry to burst the bubble, but neither will the office fall apart if you `abandon' it for a while. So, instead of turning in an unpaid hour of work, give in to the hunger pangs and take the time to step out for lunch. Its not necessary to indulge in an extravagant 5-course meal (in fact it is soporific); but do treat yourself for half an hour at least. As you place work on the backburner and unwind, the relaxing meal will recharge your batteries and fuel you to get back to work with a vengeance.
What are you waiting for? Turn the machine and yourself off; go eat now!

PAYAL CHANANIA

CRITICS SHOW THE WAY

IT IS NORMAL human tendency to turn a deaf ear to an acerbic critic who keeps faulting your performance and basks in the sycophantic compliments of others. Criticism has never gone down well with anyone. One critical remark and we are ready to take offence. Even the slightest hint of censure is taken sullenly or is summarily dismissed. Even constructive criticism always arouses an emotional reaction. So, it is but natural that unwarranted criticism will sting badly. We never ever stop to think if in the long run we may benefit from a little critical appraisal. As Winston Churchill said, `Criticism may not be agreeable, but it is necessary. It fulfils the same function as pain in the human body. It calls attention to an unhealthy state of things.' Unfortunately, we have a propensity to despise the very people we can learn the most from and we pay the price in the form of a career setback.
An honest critic may be considered harsh because he tells it as it is. Often our shortcomings may are not be obvious, looking as we do through rose-tinted glasses. And our friends may be too polite to point them out. Remember King Solomon's words, `It is better to pay heed to the rebuke of a wise man than to listen to the song of fools.'
So, pay heed to that constructive criticism coming your way and you will definitely profit from the experience. After all, if you want the rainbow, you will have to put with the rain too! Here are a few pointers to help you take criticism in your stride and actually learn from it:
Lend him an ear
When someone offers a dissenting opinion, do not try to brush it off, intimidate or shout the person down. Give him a patient hearing so that he can say his piece. Also, try to be objective and not take the criticism personally, else, you will end up feeling discouraged and depressed.
Take it on the chin
Listen carefully so that you get a clear understanding of your critic's comments and pick out points that you think will be useful for your self-development. You can even go a step further and ask specific, open-ended questions to get a complete picture, the reasons for criticism. Also, seek suggestions on how to identify your weaknesses as well as how to improve your performance.
Separate grain from the chaff
Not all criticism is good. Do not blindly follow the person's views as he could be acting with an ulterior motive or have an axe to grind against you. Make sure that the criticism is coming from a person who is respectable and possesses sufficient knowledge and expertise on the subject he is passing judgment on. Also, remember that you do not have to take each and every censure to heart.
Swallow the bitter pill
You have to get off your high horse and humbly acknowledge that you did go wrong. Show that you are open to improvement by sincerely thanking your critic for the invaluable insight. However remember that learning does not end with a mere acceptance of the criticism. You should be flexible and act upon the suggestions to change yourself for the better.
More of the same
What's more, you could set aside your wounded pride and actually go looking for some critical evaluation! If you want you could regularly solicit a critique of your work from knowledgeable, experienced and inspiring superiors to polish your performance to a shine.
There is no getting away from people giving their unwanted advice and criticism. As celebrated American author, Elbert Hubbard's tongue-in-cheek remark goes, `To avoid criticism, do nothing, say nothing, be nothing.' He may have meant it as a scathing comment but it does spark a thought. Make a practice of it and within no time, you will be getting oodles of criticism - but all positive ones!

PAYAL CHANANIA

CRACKING THE CONTRACT

Understanding the employment contract

SO! YOU have the job. Congratulations!
After those unending rounds of interviews, you've finally clinched the deal and are about to accept the job. The new boss smilingly hands over a bunch of `standard forms' for your signature. Swept away by the wave of euphoria, you blithely sign every one of them. The multi-ream documents might merit a cursory glance at the most, because you are thinking of the party you've promised your friends that evening - besides you never paid attention during your `leagalese' class!
However, once the brouhaha dies down, realisation dawns as to what you're really in for. What you dismissed as routine whiffling has probably cast its grey shadow over your work and personal life. The seemingly rosy niche you thought you had is suddenly full of the thorns you hadn't noticed.
Clueing in to the contract
Before you sign and jump into the morass - think! Committing yourself to an unread contract is as close as you can get to career suicide. Surprises are great - when it's a party. They're terrible when it concerns your career.
The contract tells you all about the terms, conditions, duties and responsibilities relating to the job for which you are being hired. It will govern and regulate what you can and cannot do. A scrupulous check can open up means to negotiate a better deal and protecting your interests. Here's how to look before you leap:
Job description - This is a brief outline of your job, its title, the work you have to do, and the hours you need to put in; which, if unreasonable can turn into your worst nightmare. You should insist on knowing the actual duties, the discretionary responsibilities and the authority structure as well as probationary period, promotion and overtime policies to know what you are letting yourself in for.
Compensation - This specifies your salary and allowances. It's likely that there is a catch somewhere here. The figure may not represent all that you will actually get in hand. Do not confuse CTC with salary. The abbreviation stands for "Cost to Company" and is the amount of the money that you cost the company, which includes a whole lot of things that may not directly benefit you.
They could be assigning monetary values to the "free" lunch, and the company gym and you could end up with a take-home salary that you could use only to cover the cost of eating out three times! So, make sure that the details of fringe benefits, deductions, profit sharing, stock options and bonus policies are clearly spelled out.
Disciplinary procedures - This deals with things like punitive action and grounds of termination if you are guilty of misconduct, incompetent performance or breaking the rules. But, what if you are at the receiving end of ill-treatment or are overlooked for a well-deserved promotion? Do try to see that both the company and you are adequately covered.
Statutory guidelines - Carefully understand the ins and outs regarding holiday and leave entitlement, carry forward of, or leave encashment, reimbursement of legitimate expenses, sick leave and sick pay. Also, if you are on the wrong side of fifty, check out the rules governing retirement. If you are on the right side of fifty, read the fine print about disengagement procedures that cover resignation, notices and notice pay.
Restrictive covenants - Most companies incorporate non-competition clauses to govern your actions even after you have left their organisation. It restricts working for competitors and canvassing old clients for a period up to two years, or in some cases for five years. Exercise caution since this can blight your prospects in the future. If you resign and find you are barred from doing the only thing you have been trained for, you'll suffer without a job if you want to be free from prosecution.
Confidentiality - Employees are required to keep certain company information like trade secrets and contract details confidential. Handle such stipulations with care, as you are legally liable for breaches of such confidences.
Intellectual rights - Inventions or documents created by employees undoubtedly belong to the company. But, be on your guard as the catchphrase may lay unjust claim on work done on your personal time. Ask for specific exclusion of work done outside company time.
Golden handcuffs - The cmpany may offer a lump sum payment as an inducement to make you stay for a specified period. This will definitely benefit the company by reducing attrition rates and job-hopping, but do you really want to be tied down for so long?
Confusion, confusion - Give the contract a thorough going over. If doubts persist, the time to ask is when it's in front of you - not after you sign. Play it safe by meeting with your boss or the HR department to seek clarifications on ambiguous points. You can also consult an outside attorney to protect your interests. It will surely be money well spent!
If there is no contract at all
In the absence of a written contract, the company handbook is the source for all information about your appointment and the several terms and conditions that you accept an offer from them. However, this throws up several ambiguities.
Verbal promises are not legally enforceable (unless you have a witness with you (to which you are entitled but which most people do not avail) as `what is not there (in writing) is not there'. Written agreements are best
So, watch out for yourself before its too late. No one else will do it for you. It is infinitely better to be safe rather than sorry!

PAYAL AGARWAL

COPING WITH SALARY COMPRESSION

THE MANDATE is out, top-notch talent is at a premium! In a tight labour market, attracting qualified and skilled candidates is tough indeed. The subsequent war for talent has led to an unprecedented rise in starting salaries, as companies are willing to pay the best in their bid to entice the pick of the bunch.
Unfortunately, in this process, existing employees get a raw deal, as their pay rises just cannot keep up with the rising entry-level offers. Paul Morris, President of the personnel-consulting firm, The Paul Morris Group, says, `Internally, employers increase salaries by 4-7% whereas in the market there is a 10-15% increase'. This narrowing of pay differentials across the board is known as `Salary Compression'. In fact, at times the competition in the hiring market may force companies to fix a new incumbent's salary higher than that of senior employees in the company!
The management may try its best to keep the exorbitant offers under wraps by camouflaging them as signing bonus or contract hire. But, word gets out soon enough and the organisational hierarchy and ranks go for a toss. A feeling of inequity and discontent reigns in the workplace as experienced employees find themselves rubbing shoulders with new incumbents.
The older employees begin to ask themselves,, `What do I have to show for my skills and experience?' The ensuing frustration and resentment leads to poor morale and gradual decline in productivity. Employees will start looking for another job in an attempt to bring their salaries in line with current market equity and get their full value.
The HR department has to take action before these attrition tendencies affect the company.
Companies can identify any salary compression by examining discrepancies within pay structures. They should calculate the pay differentials by comparing years of experience and performance level vis-à-vis the salary range. Jarring differences between new and old personnel or good and poor performers spells trouble ahead!
The solution would be to raise current salaries across the board to keep them ahead of entry-level hires. But, the catch is that it will leave the company in danger of bankruptcy! Instead, companies should adopt sound remuneration structures by restructuring their pay policies. They can adopt methods like:

• HR managers should categorise jobs based on the contribution each job makes to the organisation's goals and divide employees into ranks. A specified increment or promotion matching every level will maintain the distinctions.
• For a well-managed salary-administration policy, managers should put in place methods to measure performance, responsibilities, achievements and initiative. The key is to tie pay rises with performance to create a level-playing field.
• Broad banding is a new method of structuring salaries, which reduces the number of pay levels, allowing the employer more flexibility. The levels have much broader job descriptions and wage levels facilitating easier salary adjustments.
• Craig Rowley, Vice President and practice leader of the Hay Group consulting firm in Dallas, says, `Every time an organisation is deciding on a new hire's salary, HR managers should look at how it lines up with what they are currently paying'.
• Sometimes, offering a lumpsum bonus can also do the trick.
• The management can set aside a portion of the budget for salary adjustment. This fund can be used to alleviate salary compression by identifying and rewarding those most in need of a raise.
• Organisations can also seek outside help from compensation consulting firms to have the best practices in the compensation programme.
• Companies can relate employee experience, tenure, value and loyalty with quality of work-life techniques and progressive benefits. Incentives like stock options, paid sabbaticals, company cars, club memberships, laptops, etc. are both cost-effective and also keep employees content and productive. Special privileges like a professional development account and training opportunities to long-serving staff will give them an edge over new recruits.

All said and done, fighting salary compression is an ongoing battle with no one-time solution.

PAYAL CHANANIA

CHEERFULNESS AS A CONTRACTUAL OBLIGATION

THIS `CANCER' is worse than practically anything else you may encounter in the workplace. It spreads like an epidemic and is even more daunting than the latest `chikungunya' disease doing the rounds. The incidence saps energy, dampens confidence, busts morale and cripples performance. In fact, HR and organisational experts contend that this is one of the top reasons why companies lose valuable employees.
This ailment is the seemingly innocuous `whining' bug that bites many an employee. Rabid and unrepentant whiners endlessly complain that nothing is right and want everyone to share their misery. With a self-obsessed streak, they concentrate solely on their problems and are not above inventing macabre problems where none exist. As Amy Kopelan, president of COACH ME Inc., New York, highlights, `Whining is really about complaining about something that isn't fair. Your office is too small, the lighting is bad, so and so has a better opportunity - whatever it is that makes the focus less on the business at hand and more on how you are being treated.'
Alas, such insidious whining not only hampers the perpetrators' work and makes them miserable, but also takes a depressive toll on everyone else in their vicinity. The relentless drone of, `This is such a terrible place to work', `I am sick of my job', `The management is upto no good'... ... . dulls a rosy scenario turning the best opportunity into the worst job possible. Colleagues start thinking on the same lines and believe in the grumbles and disappointments, against their better judgment.
In fact, some aggressively competitive employees use such behavioural tactics as a power game to recruit more whiners. They lurk in the shadows primed to prey on a co-worker's gullibility. By dishing out an over-the-top litany of workplace frustrations, they slowly spread discontent and demoralise `satisfied' colleagues. This creates a `forced' frustration with an erstwhile satisfactory job profile, pay, management or procedures in impressionable minds who may even quit a promising and rewarding job under the contagious influence. Unfortunately, they comprehend the manipulation only after it's too late.
Busting the whine
If your colleague in the next cubicle spends the better part of the day complaining, here's how to fight off the infectious virus from ruining your career:

• Compassionately hear out the whiner's fears and acknowledge his feelings without supporting the misconceptions. Try to reassure him with an appropriate, `Things will be okay'.
• Do not be pulled into unnecessary commiseration by relating similar feelings or experiences; it will simply give him additional fodder to influence your mind! Laugh off the `ramblings' in private.
• Once he has voiced his frustrations, direct the conversation towards exploring reasons and solutions. Show that you will not tolerate needless grumbling if he is averse to improving the situation.
• If he tries to change your thinking to convert you into a similar nit-picker, end the discussion pronto. Do not take the negative comments personally; categorically refuse to accept them as applicable to yourself. As George Foreman rightly said, `I let negativity roll off me like water off a duck's back. If it's not positive, I don't hear it!'
• Remain upbeat, objective and confident with a positive self-image. A strong support system and belief in your own worth will keep you from being drawn into mimicking the moaning.

Jumping onto the bandwagon
It is perfectly right to get angry, upset, frustrated or depressed once in a while. Venting such feelings is in fact cathartic. However, the issue gets out of hand when all one does is whine all the time.

• You may go blue in the face denying that you are one such perpetual whiner, but remember that it is imperative to check your own act first before stopping others from whining in the workplace.
• Remember that you cannot work by feelings and actually get less work done by whining. Also, not only does carrying on about minor issues sound ridiculous, it reveals inherent insecurities and inadequacies too.
• It's all in the mind. A heightened sensitivity blows perceived problems and injustices out of proportion making you feel trapped. As Tim O'Leary says in Warriors, Workers, Whiners, & Weasels, "A whiner's cup always tastes bitter and is at least half empty".
• Constant nagging is quite insufferable and will drive away colleagues. Moreover, you may fall into your own trap as the whining habit spills over into the personal life annoying friends and family too.
• Learn to be in control of yourself and take minor difficulties in your stride. Don't make yourself miserable by contemplating inconsequential matters.
• Deal with the reality of problems and move on; don't let them take over your life.
• Voice complaints only if you will offer suggestions or solutions and are open to improvements.
• Build the fortitude to master your destiny with optimism and spread your positivism for a change.

Stop it
Whining in the office is fast becoming a strict no-no as employers wake-up to its detrimental effects.
A German company, Nutzwerk GmbH, has made cheerfulness a contractual obligation by initiating a strict no-whining policy. As company-head, Herr Kuwatsch, explains, "We made the ban on moaning and grumpiness at work after one female employee banged on so much about just about everything that other staff began to complain about her complaining. Now, mood is an important factor in productivity and everyone here works hard and is happy". And very soon, other companies will follow suit!

PAYAL CHANANIA

BUILDING A LEARNED CORPORATE

TODAY, most organisations are famished for latest knowledge. With new technology and skills developing by the day, they can no longer afford to stagnate. Organisations perforce have to shift their focus to the spirit of learning. As someone rightly said, `Learning programmes are just as critical (if not more) as manufacturing and services expertise for an organisation's continuing success!' They need to acknowledge that an investment in learning is an investment in excellence.
Forward-looking companies can add to their knowledge base by integrating company-wide learning initiatives in their HR agendas. The corporate mantra is to achieve ongoing professional development that effectively translates into breakthrough performance and sustained success.
Rising to the challenge
Corporate education and training have become business imperatives. As management writer Reeti Kalia accentuates, `Learning is no longer a business privilege or an altruistic measure but a must-have.' Altering the innate perceptions of executives is imperative. So leaders should undergo psychological and behavioural transformation at their own level. Learning has to be linked for a robust bottom line and then employee attitude towards learning modified gradually.
Raising the bar
Enhancing an organisation's learning quotient calls for a holistic approach towards knowledge management. Employees have the fundamental capacity to learn and are hungry for knowledge. A push in the right direction can enhance their potential. Companies should cash in on this insatiable desire and capacity to learn. This will indeed drive a learning culture.
Here's a three-tier basic structure to guide a comprehensive learning initiative:
Know: HR executives should identify learning needs across the organisation and institute programmes accordingly. Then, they would have to design learning events and processes to convert employee talent into competence and performance. Such corporate education should encompass technical, managerial and humanistic knowledge. Some favoured techniques for upgrading the knowledge base are -

• Changes in roles, responsibilities and projects
• Practical training courses, seminars and conferences
• On-line or classroom education
• Educational assistance and sabbaticals
• Formal mentoring programmes
• On-the-job interactive sessions with experienced employees, managers etc.

Thereby, organisations can hone their skills and build their competencies. Growth opportunities will follow automatically. However, managers should exercise caution as new knowledge not only calls for learning but also the capacity to unlearn and relearn. They have to let go of tried-and-tested ways and refine their attitude to meet transformational roles in changing scenarios.
Innovate: Jack Welch, CEO of GE opines, `Employers should create an environment that pushes towards a search for a better way to do everything we do'. Employees should be encouraged to generate ideas and solutions for key organisational issues. A supportive institutional climate for conceptualising change and boosting creativity will take learning to higher levels. Organisations that develop new knowledge and competencies will have a definite competitive edge and path-breaking performance.
Share: HR executives should emphasise the need to share knowledge and experiences. Assisting employees in overcoming prejudices will facilitate proactive, continuous and consistent knowledge sharing across organisational levels. Also, management should draw upon employee insights and effectively utilise them.
Setting exalted precedents
Progressive companies are integrating collaborative learning and knowledge management into everyday work to fortify their success. IBM has inculcated an innovative and structured approach with focus on people to develop knowledge. IBM's `Total Learning Experience' programme incorporates various approaches like - work-embedded, on-demand, prescriptive and recreational learning. Corporate giant GE spends more than USD1 billion on its knowledge sharing and learning initiatives. Even at British Petroleum, peer processes drive the learning programmes. It leverages customer preferences, technology and business methods to deliver unparalleled business knowledge development and sharing.
The power of learning
Learning initiatives lead to the highest level of competency as employees get equipped to perform optimally in the face of adversity. Leadership development and responsiveness to change follows thereby increasing the value of the workforce. This apart, it will also beat the impending skills and labour shortage by nurturing a pool of talented employees that are empowered to attain goals. Receptiveness to growth helps attract and retain top talent. Also, today's workforce is more enlightened and expects employers to provide professional development with learning plans that could build their knowledge base.
The call is for companies to invest in augmenting employee IQ. It's a sure shot approach to boost business!

PAYAL CHANANIA

BE A PROFESSIONAL - STAND OUT FROM THE CROWD

ANY ARTICLE about the dos and don'ts of the corporate world stresses the need for professionalism. Managers scream `you are unprofessional' over the slightest act of negligence. But, most people are silent about what professionalism is really all about.
Why does professionalism matter?
Professionalism is essential for carving out successful career. It's the only way one can survive in today's competitive world. In fact, professionalism has become the unofficial standard for differentiating true potential from a crowd of `wannabes and me-toos'.
If you portray yourself as professional, not only will people take you seriously, but it will win you important assignments and promotions too. Thereby it will give you the edge, which can skyrocket your career and win you a seat at the top table.
What is professionalism?
This is a tough volley, as the concept is subjective and abstract. But, contrary to popular belief qualifications, skills or experience do not determine professionalism nor do donning power suits, toting laptops or lunching with the CEO! Steve Gregg, a retired human resources director, agrees, `It takes a lot more than compensation or qualifications to make someone a professional, no matter what kind of job they have. It doesn't matter if you make a million dollars a year and have a corner office. Professionalism is about a lot more than this. In fact, there are many highly trained, highly paid workers who are considered anything but professional, for lots of different reasons.'
Simply doing a job over and over again does not make one a professional. Professionalism is more of a state of mind, a matter of perception. It reflects in the way you present yourself and everything you say or do. It is predominantly an attitude towards work - not the job you do, but how you do the job!
Where does professionalism stem from?
Professionalism is a lifelong commitment and can be learnt over a period of time. Hence, it is important to maintain the highest standards, not the minimum requirements. Here's what will make you a true professional:

• Professional temperament
• Appearance and attire do matter. Dress well.
• Exercise etiquette, courtesy in communications. Explain things clearly and listen to others patiently.
• Project an air of enthusiasm, cheerfulness, humility and friendliness Be level-headed and optimistic. Uphold honour and personal integrity.
• Treat others with respect and expect the same from them.
• Make yourself worthy of others' trust.

Professional work attitude

• Though task-specific competence does not define professionalism, relevant experience, knowledge, capability and understanding are imperatives.
• Cover all bases conscientiously - learn every aspect of the job and carefully discover what the job demands.
• Avoid shortcuts. Put in your best efforts to deliver high-quality work.
• As far as possible give more than expected. Truly said, `Professionalism is giving your job your best effort, even on the days when you don't feel like it'.
• Aim for excellence; not mediocrity. Avoid procrastination and be open to complicated assignments.
• Be a confident, focussed and credible employee who makes things happen.
• Make sound decisions based on careful analysis, not mere whims.
• Do not shy away from personal responsibility for the outcome of your decisions or actions. Learn from your mistakes and avoid repeating them.
• Be altruistic and work in the best interests of the company and clients.
• Professional spirit
• Respect for hierarchy and honesty is the forte of a professional.
  Live up to your commitments and demonstrate loyalty and dedication.
• Show compassion and help co-workers whenever needed.
• Be a team player who willingly co-operates and collaborates with others.
• Try to lead at whatever level you are and teach by example.
  Do not only do your job, express a willingness to learn.
  Have an eye on the future and creatively innovate for better practices.

Professionalism is an amalgam of these thought-provoking and proactive behaviours. In short, it means simply doing what is right. After all, only if you behave like a professional, will you be treated like one!

PAYAL C

BATTLING AGAINST DISABILITY ODDS

TAMARA Nowakowsky was diagnosed with juvenile arthritis at the age of six. Undeterred, she embarked on a career ranging from television reporter to communications specialist to the successful businesswoman she is today.
Nearly 18% of working-age people around the world are disabled. It ranges between severe physical or mental impairment like asthma, bipolar disorders, paralysis or loss of body organs. These could seriously limit functional capacities such as mobility, communication, interpersonal skills or work abilities.
Such differently- abled people have a substantial disadvantage as compared to un-handicapped people and face considerable difficulty in landing and keeping a decent job. However, a disability should not sound the death knell for a person's career.
Work plays a vital role in maintaining physical and mental health, alleviates depression and brings a sense of meaning to life. Dana Simpkins of Ohio, suffering from spinal muscular atrophy says, `Those who are considering work should simply go for it. Don't be afraid to try or fail. The feeling I got cashing that first pay check was sweeter having overcome greater challenges than most.'
If you find yourself in such an unfortunate situation, these tips can help you in becoming and remaining gainfully employed.
Exorcise the phantoms
You have to battle with yourself, your work and the society too. You may be burdened with anxiety, fear and depression in addition to your disability. It is quite difficult to stay positive in such circumstances, but you have to try to lift yourself from the depths of gloom. Face your demons and get a grip on the situation. Focus on what you <110>can<111> do and not on what you <110>cannot<111>. Do not lose heart; you will be surprised at the options available. As tennis player,Martina Navratilova onceremarked, `Disability is a matter of perception. If you can do just one thing well, you are needed.'
Work in consonance with disability
Refocus your priorities to adapt to the specific challenges in your life.
Try to look for a job that will be rewarding, has autonomy and flexibility and, if possible, has private disability insurance policy. Choose the right kind of work where you can be productive. A desk job will be more suitable for a person with arthritis than one that has him on the run. Similarly, tight schedule jobs will be incompatible if you are likely to miss work often. You can also choose to work from home, telecommute or take advantage of the flexi time option.
Update the employer
An open and honest relationship with the boss is mandatory. Some people do not share complete information because of the fear of losing the opportunity. However, maintaining a façade will backfire because it diminishes the severity of the problem in the eyes of the employer. Also, find out if you are eligible for receiving any benefits the company may offer. If you feel you are being discriminated against - speak out! Educate yourself on your rights, and do not be afraid to educate others.
Help is just a call away
If you are having a problem at work, ask for help. You can ask for specific adaptations like altering chair or desk height, changing the location of supplies, a later start-time or change in the lunch schedule to make working easier and more efficient. Try to gain support and understanding from your colleagues. Joining forums and groups for the disabled can also help in garnering support and working around your problems.
Not bite off more than can chew
Maintain your drive to be successful, but keep your limitations in mind. Take time off to relax when you need it. Do not gamble on your health by unduly taxing yourself to prove your worth. You can accomplish more if you are healthy than if you push yourself too hard and end up needing time off to recover.
No free lunches
The boss may grant certain latitude in completing tasks and meeting deadlines, but you cannot piggyback on your disability. The employer will not lower standards of performance or keep you employed if you are unable to perform the duties for which you have been hired. You have to maintain a certain level of productivity and not encroach on the work environment.
Working with a disability is no walk in the park. The going will be tough. Take inspiration from people like mathematician John Nash who went on to win the Nobel Prize years after being diagnosed with schizophrenia!

PAYAL AGARWAL

AT THE DIVERSITY FRONTIER

DIVERSE people are transcending boundaries and joining hands at all levels, thanks to globalisation. Even the general workforce composition has changed dramatically. There is a virtual hodgepodge of races and nationalities as a motley group of people amalgamate at the workplace. Finding a bunch of South Africans, Koreans, Indians and Australians working alongside each other in far-flung Mexico is not an astounding phenomenon any longer.
However, at times, this inherent diversity itself throws a spanner or two in the works. Cultural, social, religious and ethnic differences crop up and set the stage for potential frictions that inevitably culminate in organisational failure. Add to this the prevailing stereotypes and prejudiced mind-sets, and you have the perfect recipe for imminent disaster.
The way forward
Is there hope for global diversity, or will the inherent snags short-circuit the process? Well, Ray Benedict, Vice-President of Great American Insurance Companies, expounds that, "far from being a stumbling block, diversity in the workplace can be a springboard for opportunity and excellence".
All in all, there is an urgent need to harness the diversity and synthesise it into a composite and harmonious whole. The onus falls on the managers to assimilate the differences in a melting pot and flourish in the throes of globalisation.
Yes, managing has turned into a whole new ballgame today. Ability to manage diversity is the most significant skill. In fact, it is an acid test for survival. Even the International Association of Business Communicators identifies `understanding and dealing with diversity' as the biggest challenge most managers have to deal with in their work life. . The following is an attempt to help you, the manager, to not only bridge the gap but also capitalise on it:
What is in store?
Comprehending the magnitude of diversity and its innate barriers is as good as winning half the battle. Day-to-day problems are common when different cultures, languages, values and experience come into contact. You have to brace yourself for varying manners, attitudes, ethics, thought patterns and styles of work. Even perceptions of situations and subsequent responses will differ. For example, in the face of conflict, the French wait to seek orders from a superior, the British march right in, come what may, while Germans run for help to a consultant.
What's more, people of some nationalities deem themselves superior, which translates into cultural arrogance, while others lug loads of inferior emotional baggage around. As manager, your job is cut out for you; genuinely recognise these differences as well as your own biases that hamper effective interaction among employees.
No free lunches
Dated managerial approaches will not be effective in today's evolving work environment. You should be ready to give up old practices and embrace change and flexibility. Undertake cross-cultural training on an ongoing basis to educate yourself understand the differences and tackle them. This will not only help you value and nurture diversity but also anticipate conflicts and respond to them with effective solutions at opportune moments.
Play the right tune
According to experts, `Managing diversity is a comprehensive process for creating a work environment that includes everyone.'
A global manager has to take pains to establish trust, team spirit and community consciousness among employees by helping them bridge their differences and forge personal connections. He has to tailor the corporate goals and objectives in such a manner that they support and celebrate diversity. The policies and practices should not leave any scope for discrimination whatsoever. Inclusiveness through a fair environment where each person has access to opportunities and can contribute to their fullest potential must be encouraged. Only then would everyone feel valued, appreciated and be willing to adapt to each other. This will reduce employee attrition rate, improve workplace morale, perk up productivity and provide competitive edge too.
Also, a `one size fits all' approach does not hold water here. You need to adopt `different strokes for different folks', so alter tactics depending on the situation and the people involved. All in all, managing people in accordance with their needs and background is the greatest compliment you can ever pay them.

PAYAL AGARWAL

ALMOST THERE, BUT NEVER THERE....

YOU ARE a consistent, top performer in your company and have years of satisfactory and loyal work to your credit. You assume that you are obviously `next in line' and the upcoming promotion is yours for the taking! As you weave daydreams around the new position, a rude shock knocks you out of your reverie. The dreams go kaput as someone else leapfrogs over you to win the coveted position. To add insult to injury, the alleged `someone' has lesser experience and skills than you. All that you are left with is a gut-wrenching feeling of déjà vu. Yes, this is not the first time...
In today's dog-eat-dog world, presuming that a promotion will be handed to you on a platter is like living in a fool's paradise. You cannot afford to don the rose-tinted glasses and sit back and wait for the promotion to land in your lap, however deserving you may be. You will remain glued to the rung you are on while others walk all over you on their way up the career ladder.
However, missing out on an expected promotion does not mean that you wallow in self-pity, forever. It is time to sit up and take stock of the situation. Decide -
Did you really deserve it?
It is time to call a spade a spade. As Rowan Manahan of Fortify Services, a career management firm, points out, `Everyone thinks that they are `promotable' and most people will at some stage feel they were overlooked for promotion'. Take an honest look at yourself and determine whether your skills, experience and personality really `fit in' with the position. Examine the person who landed the promotion and work out what he has that you lack.
Do you really want it?
Peruse the job description of the position in question. Is it something that you really want and is in sync with your goals and dreams? Or, is it just a case of a wounded ego lamenting over being overlooked? Re-evaluate your priorities, decide what you really want and then work towards it.
Swallow the bitter pill
If you have answered yes to the above questions, then feelings of anger, disillusionment and unworthiness will take root. Try not to embitter yourself over the rejection - it is not a reflection of your abilities. Neither is it the end of the world. You win some and lose some; it is all part of the game. Afterall, the best person for a job is not always the one who gets it.
Bite the bullet
Remember the words of Yogi Berra, `It ain't over until it's over'. There's always a next time. If you are sick and tired of being almost there, but never there, here's how to tip the scales in your favour the next time around:
Politics, politics: Conniving and sly bootlickers always have and always will get promoted over worthy souls. Thus, working with your nose stuck to the grindstone is not sufficient to take you places as abilities and performance take a backseat to politics. Career counsellor Janet Scarborough says, `Individuals often underestimate the importance of organisational politics while overestimating the role of skills and accomplishments'. You have to indulge in some clever manoeuvring and networking to get the cake.
Action man: Merely working diligently will only get you a pat on the back as you continue to hover on the sidelines. As Mr. Manahan affirms, `Its not about good old-fashioned IQ and hard work any more. The notion of promotion based on sheer ability went out with the old shilling and the job for life.' You have to work smarter to get yourself on the radar of the powers-that-matter. Volunteer for tasks and do things with more creativity and pizzazz to gain an unfair advantage over others.
Create your own Greek chorus: Making a song and dance of your achievements may go against the grain. But, you cannot afford to rest on your past laurels and expect them to do the talking. Like Donald Trump observed, `If you don't tell people about your success, they probably won't know about it'. You yourself have to broadcast your achievements; or else you will be left behind. Try to subtly weave your accomplishments in casual conversation without blatantly winging for a promotion.
Let go off ambivalence: Some people write off a missed promotion as a bad innings as they don't want to rock the boat unnecessarily. It makes them fall into a lackadaisical rut of their own making. You have to wake up and take control of your career. Enough of marketing products, now market yourself! Make the boss realise that you are worthy of a promotion and press for appropriate advancement.
Meet the boss: Approach your boss and calmly talk out the situation with him. Hitting the roof with cribs about the just-promoted colleague will only paint you in a green light. Instead solicit feedback on where you fall short and need improvement. Also, remind him that you are in the market for a promotion.
A victim of bias: At times, it may be a clear-cut case of favouritism or discrimination - gender, age or caste. If that is the case, gather sufficient proof and get hold of a good lawyer pronto!
Make the most of these tried-and-tested tips and instead of always being within an ace of advancement, this time you will romp home with the promotion in your pocket!

PAYAL CHANANIA