Nagesh Belludi

Don’t be Friends with Your Employees

December 26, 2012 By Nagesh Belludi Leave a Comment

Be friendly with your employees, but don’t be friends with them.

To be effective, managers need to to be obliging when they can and tough when they must. The boss-employee relationship implies a power structure that makes managing friends quite challenging. It can be difficult to give objective performance feedback to your friends, convince them defer to your authority over them, or to decline requests for specific allowances without harming the friendship.

Few managers who’ve been promoted from within to manage their peers come out of the boss-employee relationship with their friendships intact.

If you decide to be friends with your employees, don’t do it at the expense of being a boss.

Inspirational Quotations #455

December 23, 2012 By Nagesh Belludi Leave a Comment

The health of the people is really the foundation upon which all their happiness and all their powers as a state depend.
—Benjamin Disraeli (British Head of State)

Service can have no meaning unless one takes pleasure in it. When it is done for show or for fear of public opinion it stunts the man and crushes his spirit. Service which is rendered without joy helps neither the servant nor the served. But all other pleasures and possessions pale into nothingness before service which is rendered in a spirit of joy.
—Mohandas K. Gandhi (Indian Hindu Political leader)

Logic pervades the world; the limits of the world are also the limits of logic.
—Ludwig Wittgenstein (Austrian Philosopher)

The unfortunate thing about this world is that good habits are so much easier to give up than bad ones.
—W. Somerset Maugham (French Playwright)

Men of lofty genius when they are doing the least work are most active.
—Leonardo da Vinci (Italian Polymath)

From a little spark may burst a mighty flame.
—Dante Alighieri (Italian Political leader)

Status quo, you know, that is Latin for the mess we’re in.
—Ronald Reagan (American Head of State)

I have learned silence from the talkative; tolerance from the intolerant and kindness from the unkind. I should not be ungrateful to those teachers.
—Khalil Gibran (Lebanese-born American Philosopher)

When Work Becomes Alibi: Turtle Workaholism and Excuse-making

December 19, 2012 By Nagesh Belludi Leave a Comment

When we think of workaholics, we tend to conjure up images of people slaving away for their paycheck, either out of necessity or ambition. But what about the elusive “turtle workaholics”—those who use their jobs as a way to escape personal problems and evade domestic responsibilities?

These workaholics submit to work as a distraction and seek refuge in the routine and structure of their jobs, finding solace in tangible results and recognition from colleagues. Meanwhile, they neglect the conflicts brewing at home with their spouses or children. It’s a classic case of out of sight, out of mind—except it’s their personal lives that’re out of sight.

The problem with this approach, of course, is that “turtle workaholism” isn’t a real solution. While it might provide temporary relief, it doesn’t address the underlying issues. So if you find yourself gravitating towards work as a means of escapism, take a moment to examine your motivations. Confronting conflicts might be uncomfortable, but it’s the only way to truly resolve them. Don’t be a turtle—face your problems head-on.

Don’t be Rude to Receptionists and Support Staff

December 17, 2012 By Nagesh Belludi Leave a Comment

One of the quickest ways to fail in an interview is to ignore, be discourteous, or be disrespectful to receptionists and support staff.

Some job candidates believe that they do not need to be at their best behavior in front of support staff, and then “turn it on” for the professionals who will actually interview them.

It is a common fallacy to assume that the relative position of a person on the corporate ladder is predicative of how much influence that person has in the organization. Rank, experience, and influence do not always correspond. People with influence are those whose opinions are important—not necessarily because they rank high on the org chart, but because they have acknowledged expertise, experience, or because of their association with people of authority.

Job candidates: a condescending attitude could cost you a job offer. Be courteous around everyone you meet and watch what you say. Assume that every person—the receptionists, assistants, and support staff—may have an input into the hiring decision. They will convey their negative perceptions to the hiring managers.

Inspirational Quotations #454

December 16, 2012 By Nagesh Belludi Leave a Comment

To know oneself, one should assert oneself. Psychology is action, not thinking about oneself. We continue to shape our personality all our life. If we knew ourselves perfectly, we should die.
—Albert Camus (Algerian-born French Philosopher)

Let a joy keep you. Reach out your hands and take it when it runs by.
—Carl Sandburg (American Children’s Books Writer)

I object to violence because when it appears to do good, the good is only temporary; the evil it does is permanent.
—Mohandas K. Gandhi (Indian Hindu Political leader)

Attitude is a little thing that makes a big difference.
—Unknown

A man who carries a cat by the tail learns something he can learn in no other way.
—Mark Twain (American Humorist)

The great epochs of our life come when we gain the courage to rechristen our evil as what is best in us.
—Friedrich Nietzsche (German Philosopher, Scholar)

Truth is mighty and will prevail. There is nothing the matter with this, except that it ain’t so.
—Mark Twain (American Humorist)

There is a healthful hardiness about real dignity that never dreads contact and communion with others, however humble.
—Washington Irving (American Author)

Begin—to begin is half the work, let half still remain; again begin this and thou wilt have finished.
—Ausonius (Latin Poet)

Life is a shipwreck but we must not forget to sing in the lifeboats.
—Voltaire (French Philosopher)

Stressed, Lonely, or Depressed? Could a Pet Help?

December 11, 2012 By Nagesh Belludi Leave a Comment

Getting a pet may be just what a doctor might order to help overcome stress, loneliness, and depression.

For reasons not completely understood, we need animals as much as they need us.

Scientific studies have confirmed anecdotal evidence that pets can play a role in taming physical responses to stress. Blood pressure is shown to drop sharply when people merely rub a cat or a dog. The presence of a loved pet can have a calming influence on blood pressure and heart rate, especially when performing a task that might induce physical and mental stress. Even watching fish in an aquarium can reduce anxiety in dental patients waiting for oral surgeries.
Pets can be great buffers against everyday stress, thereby improving long-term physical and mental health. After a hard day at work, playing with a pet can be an effective way of unwinding and reducing stress. Around the world, more delighted frenzies are welcoming people at the end of their hard days at work. An estimated 63% of American, 43% of British, 20% of Japanese, and 60% of Australian households have pets. The proportion of households with pets is growing in India, China, and other developing countries as the burgeoning middle-classes have greater disposable incomes.

Pets can be a great source of nurturance for children. Pets can provide children with many formative experiences in caring for others, including, possibly, the first glimpse of death and the chance to cope with the loss of a loved one.
Pets are non-judgmental and accept their owners without qualification. They provide unconditional love and companionship. Having dogs encourages their owners to get out often, exercise, and meet more people. One study showed that people in wheelchairs got much friendlier responses in public places when they brought along their dogs.
Pet ownership can be a gratifying surrogate for human companionship, especially for people with limited social support systems. People with pets cope better with the impacts of adverse life events. At nursing homes, visiting therapy dogs lift the spirits of elders who tend to be sad or withdrawn.
The mere presence of somebody—even a pet—that one can care about can bring about a sense of purpose and great joy. [Look at this touching chronicle of an 87-year old grandmother in Japan and her beloved cat.]

Idea for Impact: Consider adopting a pet

Plenty of cats and dogs at humane shelters may die if not adopted. Choose a pet that fits your lifestyle. Understand that owning a pet is not for everyone; pets involve additional responsibility, which can be added-on stress. If your circumstances do not allow you to own a pet, offer to walk a friend’s dog regularly, babysit a vacationer’s cats, or volunteer at an animal shelter, clinic, or pet store.

Inspirational Quotations #453

December 9, 2012 By Nagesh Belludi Leave a Comment

He knows the universe and does not know himself.
—Jean de La Fontaine (French Poet)

Time is the coin of your life. It is the only coin you have, and only you can determine how it will be spent. Be careful lest you let other people spend it for you.
—Carl Sandburg (American Children’s Books Writer)

One life – a little gleam of Time between two Eternities.
—Thomas Carlyle (Scottish Writer)

Integrity simply means a willingness not to violate one’s identity.
—Erich Fromm (German Psychologist)

Generosity is not giving me that which I need more than you do, but it is giving me that which you need more than I do.
—Khalil Gibran (Lebanese-born American Philosopher)

To improve is to change; to be perfect is to change often.
—Winston Churchill (British Head of State)

The more wary you are of danger, the more likely you are to meet it.
—Jean de La Fontaine (French Poet)

The beauty of the world, which is so soon to perish, has two edges, one of laughter, one of anguish, cutting the heart asunder.
—Virginia Woolf (English Novelist)

Often the surest way to convey misinformation is to tell the strict truth.
—Mark Twain (American Humorist)

Is a task worth doing worth doing poorly? [Two-Minute Mentor #4]

December 4, 2012 By Nagesh Belludi Leave a Comment

You’ve likely encountered career books or motivational speakers who urge you to work hard and give ‘it’ everything you can. While throwing yourself into work on every project and shooting for perfection is admirable, there are several downsides. Before long, you may find yourself forfeiting time with family, friends, or on hobbies as you feel increasingly pressed for time.

In actuality, you don’t have to give 110% or even 100% to everything you do.

Successful people are very selective about when they push themselves to the max—they do so only when the stakes are big enough and when it’s entirely justified.

Not everything you produce has to be perfect. Many of the results that matter can be less imperfect than allowable, but relevant enough.

Imperfection is often a satisfactory outcome. A 110% effort might not move you any closer to your goals than an 80% or a 90% effort.

Your time, energy, and other resources are in short supply. Constantly weigh your efforts against the expected benefits. Consider output-to-input efficiency. Be aware of the point of diminishing returns and don’t contribute more effort than is necessary. Make prudent compromises between reasonable effort and perfection.

Inspirational Quotations #452

December 2, 2012 By Nagesh Belludi Leave a Comment

Whatever you do, if you do it hard enough you’ll enjoy it. The important thing is to work and work hard.
—David Rockefeller (American Philanthropist)

When you give of your possessions, you give but little; it is when you give of yourself that you truly give.
—Khalil Gibran (Lebanese-born American Philosopher)

Riches ennoble a man’s circumstances, but not himself.
—Immanuel Kant (Prussian German Philosopher)

We do not know what to do with this short life, but we want another that will be eternal.
—Anatole France (French Novelist)

Without devotion, knowledge is tasteless. Without knowledge, devotion is mere empty idol worship.
—Swami Chinmayananda (Indian Hindu Teacher)

Nothing impresses the mind with a deeper feeling of loneliness than to tread the silent and deserted scene of former flow and pageant.
—Washington Irving (American Author)

How easy it is for one benevolent being to diffuse pleasure around him; and how truly is a kind heart a fountain of gladness, making everything in its vicinity to freshen into smiles!
—Washington Irving (American Author)

Death never takes the wise man by surprise; he is always ready to go.
—Jean de La Fontaine (French Poet)

Performance Appraisal Systems “Don’t Meet Expectations”

November 26, 2012 By Nagesh Belludi Leave a Comment

Across the corporate world, the annual performance appraisal system has been reduced to a perfunctory exercise to “do what HR needs and check-the-box,” and produce paperwork to weed out the laggards and reduce liability against discrimination lawsuits. So much so that one company I know recently distributed copies of the book “Perfect Phrases for Performance Reviews” to hundreds of its managers to help “use relevant phrases and standardize the vocabulary” and “ease the whole process.”

Empirical evidence suggests that, taken as a whole, the annual performance appraisal system has failed to “meet expectations.” It produces no durable improvements in employee behavior and seldom assists the employees meaningfully with career development. Nor does it have a discernible impact on organizational development. Thanks to a system that is highly subjective and easy to game, this annual ritual has become a stressful exercise for managers and employees alike.

At many companies, performance appraisals center too much on filling out forms. The actual performance appraisal meetings tend to be uncomfortable encounters for both managers and employees. Much time during these meetings is devoted to disputing the self-evaluations of employees, summoning up their failings, and defending the employee rankings previously determined by a “consensus” process administered by HR. Besides, during the ranking process, managers tend to overstate the accomplishments of their own employees and put down other employees—after all, managers do not want to incriminate themselves and admit failure in managing employees as successfully as their managerial peers might assert.

Core to this problem is that most managers fail to understand that employee performance management is about establishing relationships and ensuring effective communication about how employees, managers, teams, and organizations can succeed and create enduring value.

Performance management should not be limited to just once a year during the annual performance appraisal. Helping employees to reflect on their performance and learn from their mistakes, and coaching them should be part of the everyday interactions between employees and their managers. This way, the employees can solicit feedback promptly, know where they stand, and make small ongoing improvements. The managers do not have to wait until the appraisal time and then make an extraordinary attempt to convince their employees to correct themselves. The constant communication can eliminate any surprises for both the manager and the employee during the formal performance appraisal exercise.

As part of this informal practice, the managers can keep a diary on employee performance. Recording significant and relevant examples of an employee’s performance (achievements and shortcomings) can help the managers write objective performance summaries. In addition to diminishing the recency bias, the awareness that a manager might write up opinions may persuade an employee to pay attention.

For now, HR can develop a “Performance Improvement Plan” to overhaul the performance appraisal system and truly help improve individual and organizational performance.

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