Archives for March 2018

Admit When You Don’t Have All the Answers

March 27, 2018 By Nagesh Belludi Leave a Comment

As a leader or as a salesperson, your employees or customers expect you to have the answers. However, there’ll times when you may not know the answer to difficult questions right away. To avoid losing credibility and causing others to question your knowledge, it’s important to know how to handle the situation properly.

Folks Don’t Want to Confess to Not Knowing Enough

Having quick, confident answers is often seen as a mark of proficiency and leadership. For that reason, you may be conditioned to believe that “not knowing” makes you look exposed. You may assume that any gaps in knowledge should be veiled at all costs.

Rather than admitting that you don’t have an answer to a tough question, you may tend to make something up on the fly, fast-talk, or stumble your way with a dubious response. Rookie salespeople are particularly prone to this—they tend to give answers they believe their prospective customers want to hear.

Consequently, in trying to look strong, you’ll end up looking weak.

The Power of Saying “I Don’t Know”

The ability to recognize one’s limitations is an underappreciated intellectual skill. A humble individual is all too aware of the confines of his/her corpus of knowledge.

Intellectual growth can come about only when the humble person can admit to not knowing enough and opening up to the possibilities of learning.

In an interview at the Wharton school, Carol Bartz (the no-nonsense, swearword-spewing former executive at Yahoo, Autodesk, and Sun Microsystems) commented about this false bravado and misplaced poise:

The phrase, “I don’t know” is in fact a strength. I have a [nonsense] detector that is really good, really good. And I love playing with people who rubbish me. I would much prefer if someone told me, “Not only do I not know the answer, but I wouldn’t even know how to get it. Could we talk about how, and I can get back to you?” That is so, so powerful. I don’t care how old or seasoned or how high you are in an organization. Saying “I don’t know” can give you the vulnerability you need to lead better.

Idea for Impact: Don’t Be Afraid to Admit What You Don’t Know

Great leaders know when to admit “I don’t know” and how to follow up appropriately. When you’re tempted to misrepresent your understanding, try to declare,

“I don’t know the answer at this time, but I will get back to you.”
“Good point. I don’t know, but I’m interested in what you think.”
“I don’t know, but let’s consult someone who knows more about this.”
“I don’t know, but I can do more research and incorporate those risk factors in our contingency plans.”

To be appreciated as a reliable, confident, and ethical person, be willing to admit that you don’t have all the answers. This act of humility and the readiness to seek the help of others can inspire greater trust within your team and encourage others to follow suit.

Be honest and direct when dealing with people, and they’ll respect you even if you aren’t able to answer all their questions.

Inspirational Quotations #729

March 25, 2018 By Nagesh Belludi

Every job looks easy when you’re not the one doing it.
—Jeffrey Immelt (American Businessperson)

Consciously or unconsciously, every one of us does render some service or other. If we cultivate the habit of doing this service deliberately, our desire for service will steadily grow stronger, and will make not only for our own happiness but that of the world at large.
—Mohandas K. Gandhi (Indian Hindu Political leader)

Those who are brutally honest are seldom so with themselves.
—Mignon McLaughlin (American Journalist)

Expecting something for nothing is the most popular form of hope.
—Arnold Glasow (American Businessman)

Unless each day can be looked back upon by an individual as one in which he has had some fun, some joy, some real satisfaction, that day is a loss.
—Dwight D. Eisenhower (American Head of State)

Our greatest evils flow from ourselves.
—Jean-Jacques Rousseau (Swiss Philosopher)

The critic has to educate the public; the artist has to educate the critic.
—Oscar Wilde (Irish Poet)

It’s true that charisma can make a person stand out for a moment, but character sets a person apart for a lifetime.
—John C. Maxwell (American Christian Professional Speaker)

There is something good in all seeming failures. You are not to see that now. Time will reveal it. Be patient.
—Sivananda Saraswati

People ask for criticism, but they only want praise.
—W. Somerset Maugham (French Playwright)

The best thinking has been done in solitude. The worst has been done in turmoil.
—Thomas Edison (American Inventor)

Everyone can recognize history when it happens. Everyone can recognize history after is has happened; but only the wise man knows at the moment what is vital and permanent, what is lasting and memorable.
—Winston Churchill (British Head of State)

There is often more spiritual force in a proverb than in whole philosophical systems.
—Thomas Carlyle (Scottish Writer)

In matters of conscience, the law of the majority has no place.
—Mohandas K. Gandhi (Indian Hindu Political leader)

The person who offends writes as if it was written on sand, and the person who is offended reads it as if it were written on marble.
—Italian Proverb

The main thing about being a hero is to know when to die.
—Will Rogers (American Actor)

The antidote for fifty enemies is one friend.
—Aristotle (Ancient Greek Philosopher)

Kind words are a creative force, a power that concurs in the building up of all that is good, and energy that showers blessings upon the world.
—Lawrence G. Lovasik

The child is not to be educated for the present, but for the remote future, and often is opposition to the immediate future.
—Jean Paul (German Novelist)

Inspirational Quotations #728

March 18, 2018 By Nagesh Belludi

Kind words may be short… but their echoes are endless.
—Mother Teresa (Albanian Catholic Humanitarian)

Faith which does not doubt is dead faith.
—Miguel de Unamuno (Spanish Essayist)

Speech is power: speech is to persuade, to convert, to compel. It is to bring another out of his bad sense into your good sense.
—Ralph Waldo Emerson (American Philosopher)

Nothing truly can be termed my own, but what I make my own by using well; those deeds of charity which we have done, shall stay forever with us; and that wealth which we have so bestowed, we only keep; the other is not ours.
—Conyers Middleton (English Clergyman)

Who is the wisest man? He who neither knows or wishes for anything else than what happens.
—Johann Wolfgang von Goethe (German Poet)

When you plant lettuce, if it does not grow well, you don’t blame the lettuce. You look into the reasons it is not doing well. It may need fertilizer, or more water, or less sun. You never blame the lettuce. Yet if we have problems with our friends or our family, we blame the other person. But if we know how to take care of them, they will grow well, like lettuce. Blaming has no positive effect at all, nor does trying to persuade using reason and arguments. That is my experience. No blame, no reasoning, no argument, just understanding. If you understand, and you show that you understand, you can love, and the situation will change.
—Thich Nhat Hanh (Vietnamese Buddhist Religious Leader)

He that is overcautious will accomplish but very little.
—Friedrich Schiller (German Poet)

Knowledge is more than equivalent to force. The master of mechanics laughs at strength.
—Samuel Johnson (British Essayist)

The most common commodity in this country is unrealized potential.
—Calvin Coolidge (American Head of State)

He that opposes his own judgment against the consent of the times ought to be backed with unanswerable truths; and he that has truth on his side is a fool, as well as a coward, if he is afraid to own it because of other men’s opinions.
—Daniel Defoe (English Writer)

He who would be well taken care of must take care of himself.
—William Graham Sumner (American Polymath)

Dislodging a green nut from it’s shell is almost impossible, but let it dry and the lightest tap will do it.
—Ramakrishna Paramahamsa (Indian Hindu Philosopher)

All meaningful and lasting change starts first in your imagination and then works its way out. Imagination is more important than knowledge. It is the preview of life’s coming attractions.
—Albert Einstein (German-born Theoretical Physicist)

Literature is a luxury; fiction is a necessity.
—G. K. Chesterton (English Journalist)

What Your Messy Desk Says About You

March 13, 2018 By Nagesh Belludi Leave a Comment

Appearances are Important

Your office and desk must seem organized. A messy office or a cluttered desk can not only impede your space and cramp your style, but also affect how your peers and superiors perceive you.

Clutter can drag you down, sap your energy, and reduce your efficiency. However, if clutter is your style, you should have every right to work the way you like to work.

A messy desk isn’t a professional flaw, but clutter may reflect of your competence. Untidiness can give an impression that your job may be too much for you to handle, or that you can’t get your thoughts and information organized.

How to Conquer Your Paperwork Crisis

As opposed to sorting through everything in your drawers, desktop, and filing systems, consider removing the whole lot somewhere else and only allowing the important things back.

Stephanie Winston, author of The Organized Executive, famously wrote that each clutter represents a decision not made. In this bestselling book, she recommends the “TRAF” system, a precursor to the “Inbox Zero” discipline that I’ve previously discussed on this blog. TRAF is an acronym for the four decisions you must make on each piece of paper that arrives at your desk. You can Toss it away, Refer or delegate it to someone else, Act on it, or File it if it absolutely deserves to be achieved. Don’t keep anything merely for reasons of habit or for sentimental reasons.
Don’t start tomorrow with today’s mess. Spending ten minutes at the end of your workday gearing your desk up for the next day can help you stay organized.

After you’ve taken steps to reorganize your office, sustain your system. Look for ways to further streamline and fine-tune your organization framework.

Idea for Impact: Don’t Let Clutter Spin Out of Control and Affect Other’s Perceptions

Taking too much time to organize can be just as ineffective—don’t end up spending so much time organizing that you don’t have the time to do anything else. (This is one of the shortcomings of David Allen’s Getting This Done system.) Learn to put things away as soon as you’re done working on them.

Being organized not only means less time wasted looking for things, but also rewards you with a greater sense of control and a favorable professional image.

Inspirational Quotations #727

March 11, 2018 By Nagesh Belludi

Good thoughts are no better than good dreams, unless they be executed!
—Ralph Waldo Emerson (American Philosopher)

Don’t abuse your friends and expect them to consider it criticism.
—E. W. Howe (American Novelist)

The wise have always said the same things, and fools, who are the majority have always done just the opposite.
—Arthur Schopenhauer (German Philosopher)

There is nothing of which every man is so afraid, as getting to know how enormously much he is capable of doing and becoming.
—Soren Kierkegaard (Danish Philosopher, Theologian)

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.
—Winston Churchill (British Head of State)

A torn jacket is soon mended; but hard words bruise the heart of a child.
—Henry Wadsworth Longfellow (American Poet)

Jealousy is all the fun you think they had.
—Erica Jong (American Novelist)

Circumstances are the rulers of the weak; they are but the instruments of the wise.
—Samuel Lover (Irish Songwriter)

Trust not him that hath once broken faith; he who betrayed thee once, will betray thee again.
—William Shakespeare (British Playwright)

The ability to recognize that the winds have shifted and to take appropriate action before you wreck your boat is crucial to the future of an enterprise.
—Andrew Grove (Hungarian-born American Businessperson)

It is not the amount of trade that makes the man poor or rich, but honest working and dealing.
—The Talmud (Sacred Text of the Jewish Faith)

Society is no comfort to one not sociable.
—William Shakespeare (British Playwright)

A dream is your creative vision for your life in the future. A goal is what specifically you intend to make happen. Dreams and goals should be just out of your present reach but not out of sight. Dreams and goals are coming attractions in your life.
—Joseph Campbell

In the business world, the rearview mirror is always clearer than the windshield.
—Warren Buffett (American Investor)

Human nature is so constituted that is we take absolutely no notice of anger or abuse, the person indulging in it will soon weary of it and stop.
—Mohandas K. Gandhi (Indian Hindu Political leader)

Not everything that is more difficult is more meritorious.
—Thomas Aquinas (Italian Catholic Priest)

Reflect upon the defects of your character: thoroughly realize their evils and the transient pleasures they give you, and firmly will that you shall try your best not to yield to them the next time.
—Helena Blavatsky (Ukrainian-born American Theosophist)

He who goes no further than bare justice, stops at the beginning of virtue.
—Hugh Blair (Scottish Clergyman)

Here’s How to Improve Your Conversational Skills

March 8, 2018 By Nagesh Belludi Leave a Comment

A year and a half ago, I wrote a popular article titled, “Stop asking, ‘What do you do for a living?'” The crux of my argument was,

Chatting with somebody in socializing situations should be less about discerning the details of the other’s life to size up the other’s socioeconomic status, and more about building a bit of familiarity to initiate stimulating conversations about topics of mutual interest.

A recent Harvard Business Review blog article on networking argues that the ‘what do you do?’ question may not be the best way to build rapport with someone else.

Research findings from the world of network science and psychology suggests that we tend to prefer and seek out relationships where there is more than one context for connecting with the other person. Sociologists refer to these as multiplex ties, connections where there is an overlap of roles or affiliations from a different social context. … We may prefer relationships with multiplex ties because research suggests that relationships built on multiplex ties tend to be richer, more trusting, and longer lasting.

The article gives examples of open-ended questions that could elicit non-work-related answers.

What excites you right now?

What are you looking forward to?

What’s the best thing that happened to you this year?

Where did you grow up?

What do you do for fun?

Who is your favorite superhero?

Is there a charitable cause you support?

What’s the most important thing I should know about you?

These inquiries could be helpful once you have a conversation going—they don’t make good initial questions. I’ve found it helpful to start with simple questions (“how do you know the hosts” or “is this your first time in this city”) and wait for personal details to flow into the conversation naturally.

Another practice I’ve found helpful is to ask to be introduced. Request your host to mention common interests when you are introduced to a new person in the gathering.

Susan RoAne’s How to Work a Room and Do I Say Next? provide great guidelines on how to make your business and personal conversations more effective.

Inspirational Quotations #726

March 4, 2018 By Nagesh Belludi

In reading the lives of great men, I found that the first victory they won was over themselves … self-discipline with all of them came first.
—Harry S. Truman (American Head of State)

When you rise in the morning, form a resolution to make the day a happy one for a fellow creature.
—Sydney Smith (English Anglican Writer)

Solitude has a healing consoler, friend, companion: it is work.
—Berthold Auerbach (German Jewish Poet)

What men call knowledge, is the reasoned acceptance of false appearances. Wisdom looks behind the veil and sees.
—Sri Aurobindo (Indian Yogi, Nationalist)

Character is the result of hundreds and hundreds of choices you make that gradually turn who you are, at any given moment, into who you want to be.
—Jim Rohn (American Entrepreneur)

When life takes the wind out of your sails, it is to test you at the oars.
—Robert Brault

Show me a completely contented person and I’ll show you a failure.
—Thomas Edison (American Inventor)

Happiness cannot be traveled to, owned, earned, worn or consumed. Happiness is the spiritual experience of living every minute with love, grace, and gratitude.
—Denis Waitley (American Motivational Speaker)

A good character is the best tombstone. Those who loved you, and were helped by you, will remember you when forget-me-nots are withered. Carve your name on hearts, and not on marble.
—Charles Spurgeon (British Baptist Preacher)

If you look for truth, you may find comfort in the end; if you look for comfort you will not get either comfort or truth only soft soap and wishful thinking to begin, and in the end, despair.
—C. S. Lewis (Irish-born British Children’s Books Writer)

Whatever bad awaits, don’t let it spoil the present moment.
—Marty Nemko (American Career Coach, Author)

If your heart acquires strength, you will be able to remove blemishes from others without thinking evil of them.
—Mohandas K. Gandhi (Indian Hindu Political leader)

Education is the progressive realization of our ignorance.
—Albert Einstein (German-born Theoretical Physicist)

Money is always on its way somewhere. What you do with it while it is in your keeping and the direction you send it in say much about you. Your treatment of and respect for money, how you make it, and how you spend it, reflect your character.
—Gary Ryan Blair

Man’s mind stretched by a new idea, never goes back to its original dimensions.
—Oliver Wendell Holmes, Sr. (American Physician)

Character is much easier kept than recovered.
—Thomas Paine (American Nationalist)

Lessons from Peter Drucker: Quit What You Suck At

March 1, 2018 By Nagesh Belludi 1 Comment

The essence of leadership is risk- and opportunity-assessment and resource allocation. It follows that one of the persistent responsibilities of leadership is to mull over each individual and organizational endeavor and investigate, “Do we produce results that are meaningful and profitable enough for us to justify investing our resources to this purpose?”

Jack Welch’s Strategy for General Electric: #1 or #2 Businesses Only

When Jack Welch became CEO of General Electric (GE) in 1981, he set out to make GE “the world’s most competitive enterprise.” However, the company was a hodgepodge of many businesses—some unrelated or irrelevant, several unprofitable, and a few at the brink of failure.

Management pioneer Peter Drucker famously advised Welch to ask of each constituent of the GE business portfolio he now presided over, “If you weren’t already this business, would you enter it today? And, if the answer is no, what are you going to do about it?”

Welch’s responded with his legendary dictum that every GE division be—or become—the leading or the runner-up business in its respective industry, or plan to exit it completely.

Welch argued that in many markets, the number three, four, five, or six players suffered the most during cyclical downturns. On the contrary, number one or number two businesses could protect their market share by way of aggressive pricing approaches or by developing new products. Welch’s approach portended the emergence of oligopolies in many industries.

The resultant strategic focus eventually led to an immense restructuring of GE. Welch sold or discontinued dozens of divisions—including computers and time-shares. Over the next decade, he cut nearly one in four jobs at GE, warranting the nickname “Neutron Jack.”

By year 2000, GE had reached dominance or near dominance in most of its business markets across the globe.

Peter Drucker on Strategic Reprioritization

Explaining this method of strategic reprioritization, Drucker wrote in Post-Capitalist Society (1993,)

To turn around any institution—whether a business, a labor union, a university, a hospital, or a government—requires always the same three steps:

Abandonment of the things that do not work, the things that have never worked; the things that have outlived their usefulness and their capacity to contribute;

Concentration on the things that do work, the things that produce results, the things that improve the organization’s capacity to perform; and

Analysis of the half successes, half failures. A turnaround requires abandoning whatever does not perform and doing more of whatever does perform.

Drucker further elaborated on abandonment as the keystone for strategic reprioritization in his Five Most Important Questions (2015,)

To abandon anything is always bitterly resisted. People in any organization are always attached to the obsolete—the things that should have worked but did not, the things that once were productive and no longer are. They are most attached to what in an earlier book I called “investments in managerial ego.” Yet abandonment comes first. Until that has been accomplished, little else gets done. The acrimonious and emotional debate over what to abandon holds everybody in its grip. Abandoning anything is thus difficult, but only for a fairly short spell. Rebirth can begin once the dead are buried; six months later, everybody wonders, “Why did it take us so long?”

Idea for Impact: Assess What Endeavors Must Be Intensified or Abandoned

Don’t do—or continue to do—something just because it’s been a tradition, custom, or habit. Strengthen, abandon, or stay on. Align your efforts with your mission, your values, and the results you want to achieve.

If you abandon something important mistakenly, you can quickly pick up where you left off.

Invest your precious resources where the returns are rich.

Figure out what’s vital and stay focused, even if you have to cut your losses (read about sunk costs.)

Archives for March 2018

Folks Don’t Want to Confess to Not Knowing Enough

The Power of Saying “I Don’t Know”

Idea for Impact: Don’t Be Afraid to Admit What You Don’t Know

Wondering what to read next?

Appearances are Important

How to Conquer Your Paperwork Crisis

Idea for Impact: Don’t Let Clutter Spin Out of Control and Affect Other’s Perceptions

Wondering what to read next?

Wondering what to read next?

Jack Welch’s Strategy for General Electric: #1 or #2 Businesses Only

Peter Drucker on Strategic Reprioritization

Idea for Impact: Assess What Endeavors Must Be Intensified or Abandoned

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