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Archives for July 2007

Inspirational Quotations #180

July 30, 2007 By Nagesh Belludi Leave a Comment

You’ll always miss 100% of the shots you don’t take.
—Wayne Gretzky (Canadian Sportsperson)

Be this his praise, if praise be needed, as a father he succeeded.
—Edgar Guest (English-born American Poet)

Freedom to many means immediate betterment, as if by magic. Unless I can meet at least some of these aspirations, my support will wane and my head will roll just as surely as the tickbird follows the rhino.
—Julius Nyerere

My bounty is as boundless as the sea,|My love as deep; the more I give to thee,|The more I have, for both are infinite.
—William Shakespeare (British Playwright)

Perhaps love is the process of my leading you gently back to yourself. Not to whom I want you to be, but to who you are.
—Antoine de Saint-Exupery (French Novelist, Aviator)

A life without love is like a year without summer.
—Swedish Proverb

More children are punished for copying their parents, than for disobeying them. We should be what we want to see.
—Unknown

Time and money spent in helping men do more for themselves is far better than mere giving.
—Henry Ford (American Businessperson)

I like to listen. I have learned a great deal from listening carefully. Most people never listen.
—Ernest Hemingway (American Author)

You’ll never prove you’re too good for a job by not doing your best.
—Ethel Merman (American Actor)

You miss 100% of the shots you never take.
—Wayne Gretzky (Canadian Sportsperson)

Courage is the price that life exacts for granting peace.|The soul that knows it not, knows no release from little things;|Knows not the livid loneliness of fear;|Nor mountain heights where bitter joy can hear|The sound of wings.
—Amelia Earhart (American Aviator)

Filed Under: Inspirational Quotations

The Time to Think

July 28, 2007 By Nagesh Belludi Leave a Comment

In the age of knowledge work, we are all paid to think—to evaluate solution-paths and solve problems creatively. Yet, we get busy doing and fail to devote part of our days for deep thinking.

In today’s workplace, we all have too much to do in too little time with too few resources at hand. This faster pace of work-life coupled with the emphasis on getting things done has come to accentuate busyness. The result is that we lack a sense of control of our time. We do not take the time out to think and plan.

The Tragedy of Our Times

If I had eight hours to chop a tree,
I would spend six hours sharpening my axe.
* Unknown

Jack Trout, author and business leader, explains that with “No Time to Think,” we have become a world of reactors.

With the world of work getting more complex and difficult, and with the demands of people, cell phones, BlackBerrys or just too much communication, having the quiet and time to sort things out and figure what to do is fast disappearing. We have become a world of reactors, not thinkers, at a time when good thinking is so desperately needed.

Publisher-CEO Michael Hyatt advocates “Finding More ‘Head Time.'”

Most of us don’t spend time thinking. We are so busy doing that we have almost forgotten how to think. Yet it is our thinking, more than any other single activity, that influences our outcomes.

The problems we face will not likely be solved by working harder. New gadgets won’t really help either. In fact, I sometimes fear that our many gadgets have only added unnecessary clutter to our lives. What we need is better, more profound thinking.

Call for Action: Book Frequent Quiet-Time

Thinking requires a great deal of time and energy. With frequent interruptions and distractions, dedicating time for deep thinking or intense work can be very challenging. Schedule frequent quiet-times into your day.

During each quiet-time session, completely shut yourself off from your colleagues, from e-mail, phone calls and other distractions. Use this time to focus on challenging or highly-priority tasks. Reserve a conference room in your facility, arrive early at work or work at your local library. Even brief periods of dedicated thinking or work can make your day vastly productive.

In addition to booking frequent quiet time, assess time- and energy-wasters. Filter incoming information, delegate effectively, automate routine tasks, fight-off distractions and frequent interruptions from your colleagues, and, be selective in what meetings you attend.

Wondering what to read next?

  1. The Costs of Perfectionism: A Case Study of A Two Michelin-Starred French Chef
  2. Plan Tomorrow, Plus Two
  3. How to … Make a Dreaded Chore More Fun
  4. Get Unstuck and Take Action Now
  5. Busyness is a Lack of Priorities

Filed Under: Sharpening Your Skills Tagged With: Getting Things Done, Time Management

Inspirational Quotations #179

July 23, 2007 By Nagesh Belludi Leave a Comment

Motivate them, train them, care about them, and make winners out of them… they’ll treat the customers right. And if customers are treated right, they’ll come back.
—J. W. Marriott, Jr. (American Businessperson)

Better is the enemy of good.
—Voltaire (French Philosopher)

Some of us think holding on makes us strong; but sometimes it is letting go.
—Hermann Hesse (German-born Swiss Poet)

There are no shortcuts to any place worth going.
—Beverly Sills (American Singer)

Fear and guilt are unpleasant bedfellows who disturb our sleep.
—Unknown

There are two big forces at work, external and internal. We have very little control over external forces such as tornadoes, earthquakes, floods, disasters, illness, and pain. What really matters is the internal force. How do I respond to those disasters? Over that, I have complete control.
—Leo Buscaglia (American Motivational Speaker)

Nonchalance is the ability to remain down to earth when everything else is up in the air.
—Earl Wilson

A friendship can weather most silly things and thrive in thin soil – but it needs a little mulch of letters and phone calls and small silly presents every so often – just to save it from drying out completely.
—Pam Brown

Why not go out on a limb? That’s where the fruit is.
—Will Rogers (American Actor)

What happens is not as important as how you react to what happens.
—Thaddeus Golas

Filed Under: Inspirational Quotations

Four Questions for Employee Performance Appraisals

July 22, 2007 By Nagesh Belludi Leave a Comment

Peter Drucker is widely regarded as the “Father of Modern Management,” and one of the most influential management philosophers of the modern era. In “The Effective Executive,” Peter Drucker advocates that a manager focus on an employee’s strengths when appraising his/her performance.

Four Questions for Performance Appraisals

Effective executives usually work out their own unique form of performance appraisal. It starts out with a statement of the major contributions expected from a person in his past and present positions and a record of his performance against these goals. Then it asks four questions:

  1. What has he [or she] done well?
  2. What, therefore, is he likely to be able to do well?
  3. What does he have to learn or to acquire to be able to get the full benefit from his strength?
  4. If I had a son or daughter, would I be willing to have him or her work under this person? If yes, why? If no, why?

Call for Action

Strong performance motivates outstanding performers. Therefore, managers must make it a priority to understand each employee’s motivation and strengths and provide objective, fair and consistent appreciation to keep him/her fully engaged.

Managers, however, often fail to realize the prospect of enhancing employee performance by targeting their efforts on each employee’s strengths. They often resort to deliberating over an employee’s shortcomings, and, thus attempt to develop abilities not inline with the employee’s strengths.

Address the above four questions when preparing the performance appraisal of an employee. These questions enable you, the manager, to reinforce the strengths of the employee and guide a career that focusses on his/her strengths.

Wondering what to read next?

  1. The Trouble with Targets and Goals
  2. How to Lead Sustainable Change: Vision v Results
  3. The Speed Trap: How Extreme Pressure Stifles Creativity
  4. Five Questions to Spark Your Career Move
  5. People Work Best When They Feel Good About Themselves: The Southwest Airlines Doctrine

Filed Under: Managing People Tagged With: Motivation, Performance Management, Peter Drucker

Inspirational Quotations #178

July 16, 2007 By Nagesh Belludi Leave a Comment

Of course all life is a process of breaking down, but the blows that do the dramatic side of the work – the big sudden blows that come, or seem to come, from outside – the ones you remember and blame things on and, in moments of weakness, tell your friends about, don’t show their effect all at once. There is another sort of blow that comes from within – that you don’t feel until it’s too late to do anything about it, until you realize with finality that in some regard you will never be as good a man again. The first sort of breakage seems to happen quick – the second kind happens almost without your knowing it but is realized suddenly indeed. Before I go on with this short history, let me make a general observation – the test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function. One should, for example, be able to see that things are hopeless and yet be determined to make them otherwise.
—F. Scott Fitzgerald (American Novelist)

All you need in this life is ignorance and confidence, and then success is sure.
—Mark Twain (American Humorist)

If you call one thing good, you must call its opposite bad. If you think it wonderful to make a big profit in your business, you will also think it terrible if you incur a large loss. The idea is to live above the opposites.
—Vernon Howard

What a luxury it is to spend time with old friends … talking, as old friends should talk, about nothing, about everything.
—Lillian Hellman (American Playwright)

I want to stay as close to the edge as I can without going over. Out on the edge you see all kinds of things you can’t see from the center.
—Kurt Vonnegut (American Novelist)

If everyone were clothed with integrity, if every heart were just, frank, kindly, the other virtues would be well-nigh useless, since their chief purpose is to make us bear with patience the injustice of our fellows.
—Moliere (French Playwright)

The secret of health for both mind and body is not to mourn for the past, nor to worry about the future, or not to anticipate troubles, but to live in the present moment wisely and earnestly.
—Buddhist Teaching

Things that were hard to bear are sweet to remember.
—Seneca the Younger (Lucius Annaeus Seneca) (Roman Philosopher)

Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.
—Henry Clay (American Politician)

Filed Under: Inspirational Quotations

Resumé Tips #2: The One-page Résumé Rule

July 15, 2007 By Nagesh Belludi

Your résumé is your personal advertisement. The purpose of a résumé, therefore, is to sell you, not to describe you. In order to grab a recruiter’s interest and create a positive impression within a few seconds, your résumé should be comprehensive and tidy.

One-page résumés are appropriate for college candidates (entry-level candidates, to be more specific,) and candidates with less than ten years of work experience. Such candidates rarely have substantial accomplishments to justify a résumé of more than a page in length.

More-experienced candidates may use two pages to describe their accomplishments. Even here, one-page résumés are recommended. Recruiters will survey the second page only if the contents of the first page are appealing.

A one-page résumé acknowledges the importance of a recruiter’s time. A two-page résumé is a sign of disregard.

Compact your Résumé

Follow these guidelines to consolidate your résumé content into one page.

  • Comprehension is crucial. Recruiters hate wordy résumés. They first glance through the organization of a résumé and quickly skim over particulars in key sections. A strong, comprehensive presentation is consequently appealing.
  • Avoid a tell-it-all résumé. Avoid the common mistake of providing too many details. Leave some details for discussion in a potential interview.
  • Restrict accomplishments under each position held to two or three bullet points only. Weed out unimportant details. Use phrases if necessary.
  • Do not cram. Do not reduce page margins and font-sizes or eliminate white space. Résumés crowded with information are hard to read.

Conclusion

A one-page résumé is usually long enough to present all the essential information concisely and captivatingly. It can easily engage a recruiter and convince him/her that your background merits further consideration.

Wondering what to read next?

  1. Resumé Tips #1: Best Fonts and Text Size for Your Resumé
  2. Resumé Tips #3: References Not Necessary
  3. Resumé Tips #4: The Hurry-Burry Résumé
  4. Resumé Tips #5: Résumé or Curriculum Vitae?
  5. Resumé Tips #6: Avoid Clichéd Superlatives and Proclamations

Filed Under: Career Development Tagged With: Resumé

Do You Deserve a Raise?

July 12, 2007 By Nagesh Belludi Leave a Comment

Do You Deserve a Raise

CNNMoney offers a self-survey to help you understand if you deserve a raise. Here are the six questions in the survey.

  1. If you left the company, how easy or hard would it be for the company to replace you?
  2. To what extent do you have abilities or possess knowledge that most others—both inside and outside the company—do not have?
  3. If your company had to eliminate departments, what would happen to yours?
  4. Is your department respected by other parts of the company?
  5. How much does your business or division contribute to the profitability of the company?
  6. Does it look as if your business will grow or shrink in coming years?

Call for Action

In preparing to ask for a raise or a promotion, or in preparing for a performance review, you need a strong understanding of arguments supporting your desired outcome and counter-points your boss (and other approvers) may raise. The above survey questions from CNNMoney can help you start gathering your thoughts.

The key yardstick that your boss will use to appraise you is the significance of your efforts to the organisation and the perceived promise/potential you hold. Review any expectations that your boss laid-out during prior discussions. Prepare a self-evaluation by documenting your accomplishments against these expectations and their significance to the goals of the organisation. Collect evidence: try to quantify and be precise as possible. Maintain a journal of all your achievements and summarize your journal in your self-evaluation.

Filed Under: Career Development

Inspirational Quotations #177

July 8, 2007 By Nagesh Belludi Leave a Comment

The question is not how many years are in your life, but how much life is in your years.
—Anonymous

Inspire me with love for my art and for thy creatures. In the sufferer let me see only the human being.
—Moses Maimonides

Your children will see what you’re all about by what you live rather than what you say.
—Wayne Dyer (American Motivational Writer)

Whatever you can do or dream you can, begin it. Courage has genius, power, and magic in it. Only engage, and then the mind grows heated. Begin it and the work is completed.
—Johann Wolfgang von Goethe (German Poet)

Love is always open arms. If you close your arms about love, you will find that you are left holding only yourself.
—Leo Buscaglia (American Motivational Speaker)

It’s attitude, not aptitude, that affects your altitude.
—Unknown

Whatever you do or dream you can do – begin it. Boldness has genius and power and magic in it.
—Johann Wolfgang von Goethe (German Poet)

People rarely succeed unless they have fun in what they are doing.
—Dale Carnegie (American Author)

If what you are doing is not moving you toward your goals, then it’s moving you away from your goals.
—Brian Tracy (American Author)

Tell me, what is it you plan to do with your one wild and precious life?
—Mary Oliver (American Poet)

Make each day a Masterpiece.
—John Wooden (American Sportsperson)

Filed Under: Inspirational Quotations

Written Communication Tips #2: British English or American English?

July 7, 2007 By Nagesh Belludi 2 Comments

The popularity of the English language spread with the British Empire. Over four centuries, the English vocabulary expanded by absorbing words and phrases from diverse languages and cultures. Various geographies developed dialects–specific styles and patterns in spelling, grammar and sentence construction.

Two of the predominant dialects of English are the British style (through the expansion of the British Empire) and American style (courtesy of American capitalism.)

Differences in spelling and vocabulary are easily noticeable: colour (in British English) v/s color (in American English), cutlery v/s silverware, petrol v/s gasoline, aeroplane v/s airplane, etc. Purists can also recognise differences in grammar and usage: ‘Indianapolis are the champions‘ (in British English) v/s ‘Indianapolis is the champion’ (in American English.)

Guidelines to Choose between British and American English

When working on a résumé, report or any other form of written communication, here are three general guidelines to choose between the British style and American style.

  • When writing for a predominantly American audience, use the American style. When writing for a predominantly British audience, including audience in the former British-colonies (India, Singapore, etc.,) use the British style. For example, use American spellings and grammar to compose a résumé for an ‘on-site’ job opening in the United States.
  • Use the style that is apt for the subject of your document. For example, if you are writing an article on the Fall-colours you witnessed during your trip to the United States, use the term ‘Fall‘ instead ‘Autumn‘ to refer to the season, even if you are writing for a predominantly British audience. (‘Fall’ in American English is equivalent to ‘Autumn’ in British English.)
  • If you are writing for a broader audience, be consistent–pick a style and stick to it throughout the document.

Wondering what to read next?

  1. Stephen King’s Tips for Writing Better
  2. New Rules of Language for the Digitally Baffled: Summary of Gretchen McCulloch’s ‘Because Internet’
  3. Presentations are Corrupting per Edward Tufte’s “The Cognitive Style of PowerPoint”
  4. Lessons from Procter & Gamble: ‘One-Page Memo’ to Sell an Idea
  5. Persuade Others to See Things Your Way: Use Aristotle’s Ethos, Logos, Pathos, and Timing

Filed Under: Effective Communication Tagged With: Writing

Inspirational Quotations #176

July 4, 2007 By Nagesh Belludi 1 Comment

Skill and confidence are an unconquered army.
—George Herbert (Welsh Anglican Poet)

Dreams don’t come true. Dreams are true.
—Anonymous

And what is laughter anyway? Changing the angle of vision. That is what you love a friend for: the ability to change your angle of vision, bring back your best self when you feel worst, remind you of your strengths when you feel weak.
—Erica Jong (American Novelist)

Life gives us tragedies and heartaches, but it also gives us reasons to celebrate, and we must not allow the tragedies to stop us celebrating the good times, but celebrate them all the more.
—Rudy Giuliani (American Politician)

Execution is the job of the business leader.
—Lawrence Bossidy

Nobody gives you power. You just take it.
—Unknown

The trouble with opportunity is that it only knocks. Temptation kicks the door in.
—Unknown

Always remember, look forwards not back, believing in making your dreams all come true. Always believe in the best you can be and have faith in the things that you do.
—Unknown

Some people think it’s holding on that
makes one strong. Sometimes it’s letting go.
—Sylvia Robinson

The thing that matters is not what you bear, but how you bear it.
—Seneca the Younger (Lucius Annaeus Seneca) (Roman Philosopher)

Filed Under: Inspirational Quotations

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About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

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Unless otherwise stated in the individual document, the works above are © Nagesh Belludi under a Creative Commons BY-NC-ND license. You may quote, copy and share them freely, as long as you link back to RightAttitudes.com, don't make money with them, and don't modify the content. Enjoy!