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How Hard You Should Work

January 12, 2007 By Nagesh Belludi Leave a Comment

People are surprised when I tell them I put in 70 to 75 hours of work every week and get about five hours of sleep every day. The typical responses are “Your Company makes you do that much work?” Or, “Doesn’t your boss realize that is a lot of work?”

The New World of Work

We live in a world characterized by intense competition, globalization, greater volatility than before, and demands for higher personal effectiveness. To be successful in the new world of work, we cannot stipulate the specific number of hours we should put in every day. Our accomplishment in these hours, not the number of hours, is the yardstick of our performance assessment. In fact, a 65 to 70 hour workweek has become the norm for getting ahead in leadership roles.

What Works for You

My guideline for how long you should work is, “Work as many hours as you think you need to achieve your goals, realize your aspirations and be happy.”

Note the emphasis on individuality in the above statement. Not everybody faces the same kind of demands; not everybody is equally productive. Nor does everybody have the same kind of aspirations. The number of hours you should work should depend on the opportunities you face and what you intend to do with them. It is a choice you have to make—a choice between components of your personal and professional lives.

If you are an entrepreneur, you may need to work 80-90 hours a week developing your idea; this involves sacrificing out-of-work activities. If you have an eight-to-five job, wish to spend lots of time with family and attend all of your son’s football games, you may work as little as forty hours a week, the minimum expected at your workplace. However, this may involve slower job growth. If you are a stay-at-home mom, and would like to put your engineering skills to good use, you may find a job that will allow you to work out of home. Make the appropriate choices and chart your life course on what works best for you.

Links

  • A year-2002 study conducted by the National Sleep Foundation concluded that the average American employee works 46 hours per week; see reference.
  • General Electric’s Chairman and CEO, Jeffrey Immelt is regarded as one of the hardest working executives in corporate America. An article written by Geoffrey Colvin of the Fortune magazine in September 2005 quotes Jeff Immelt saying he works 100 hours a week. See this article for insights to Jeff’s disciplined work style.

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Filed Under: Sharpening Your Skills Tagged With: Time Management

Expressing regret or apologizing: A critical component of leadership

January 7, 2007 By Nagesh Belludi 2 Comments

Marshall Goldsmith, one of the world’s leading executive coaches, will release a new book on leadership skills next week. In ‘What Got You Here Won’t Get You There,’ Marshall focuses on interpersonal skills essential to lead people to get ahead in our careers.

In the current issue of the Business Week magazine, Marshall offers previews of two of the twenty critical interpersonal skills he covers in his book: (1) clinging to the past, and, (2) refusing to express regret.

On Refusing To Express Regret

Here are highlights of Marshall’s write-up on apologizing. Read the full article on Business Week magazine’s website.

  • Many of us have difficulty with expressing regret, or apologizing; we think apologizing means we have lost a contest. Refusing to apologize causes as much ill will in the workplace, and at home, as any other interpersonal flaw. [My note: I paraphrased the first sentence.]
  • Apologizing is one of the most powerful and resonant gestures in the human arsenal–almost as powerful as a declaration of love. If love means, “I care about you, and I’m happy about it,” then an apology means, “I hurt you, and I’m sorry about it.” It compels people to move forward into something new and, perhaps, wonderful together.
  • The best thing about apologizing is that it forces everyone to let go of the past. In effect, you are saying: “I can’t change the past. All I can say is I’m sorry for what I did wrong. I’m sorry it hurt you. There’s no excuse and I will try to do better in the future.” That’s tough for even the most cold-hearted to resist.

Making Mistakes is Human Nature

We all err from time to time. Our reaction and follow-up to our errors and missteps reflects greatly on our character. Recognize your slip-ups, express regret and say ‘Sorry.’

Humbly admitting mistakes and apologizing is a critical component of leadership, both in our personal and professional lives. Admission of mistakes and careful distillation of lessons learned, in fact, can strengthen the bond between you and the people around you.

Filed Under: Sharpening Your Skills

Leadership and the Tao; Greetings for the New Year

January 1, 2007 By Nagesh Belludi Leave a Comment

About 2400 years ago, Chinese philosopher Lao Tzu wrote in his classic Tao Te Ching,

The highest type of ruler is one of whose existence
the people are barely aware.
Next comes one whom they love and praise.
Next comes one whom they fear.
Next comes one whom they despise and defy.

When you are lacking in faith,
Others will be unfaithful to you.

The Sage is self-effacing and scanty of words.
When his task is accomplished and things have been completed,
All the people say, “We ourselves have achieved it!”

Are your people the core of your own leadership model? In the New Year, how will use this ancient wisdom to inspire people around you to grow and contribute? How will you empower them?

Wish you all a bright, prosperous, inspired New Year!

Wondering what to read next?

  1. Confucius on Dealing with People
  2. To Know Is to Contradict: The Power of Nuanced Thinking
  3. There’s Real Danger in Religious Illiteracy
  4. Care Less for What Other People Think
  5. Enabling the Highest Degrees of Understanding // Book Summary of Howard Gardner’s ‘The Unschooled Mind’

Filed Under: Managing People, Sharpening Your Skills Tagged With: China, Philosophy

How to Accept Compliments Gracefully

December 13, 2006 By Nagesh Belludi Leave a Comment

Consider the following experiences.

  • While disembarking from a private aircraft recently, I complimented the captain on a smooth landing. She waved her hand and replied, “Ah, that was not very smooth. This aircraft-type is new to me. I haven’t yet mastered the controls. I need more practice.”
  • A colleague presented me a book on the Toyota Production System. I had been reading about the history of Toyota and considered this gift a thoughtful gesture. I thanked my colleague. His response, “I found this book on clearance sale at the Border’s outlet store. Just $1.99.”

Many of us have trouble accepting compliments. We have the urge to deflect or downgrade the compliments. We do not realize that our actions draw unwanted attention. We unnecessarily belittle ourselves, as well as the people offering the compliments.

People may consider our “I don’t deserve your compliments” attitudes as signs of personal insecurity or false modesty. By failing to honor the opinions of others, we discourage them from offering affirmative feedback.

Accepting compliments positively demonstrates your self-confidence and leaves positive impressions about you. The next time somebody praises you, acknowledge the compliments enthusiastically. Instead of saying “Oh, it was nothing,” just smile and say, “Thank you. I appreciate your kindness.”

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Filed Under: Sharpening Your Skills Tagged With: Conversations, Courtesy, Etiquette, Likeability, Personality, Social Skills

How to Give a Good Compliment, in Six Easy Steps

December 5, 2006 By Nagesh Belludi Leave a Comment

One of our most significant aspirations is that people around us value our contributions at work, home and elsewhere. We desire that our supervisors, friends, or family members appreciate our good work; we are hungry for their compliments.

Praising and recognizing people around us are an essential skill that we need to develop to be effective. One of the many reasons we fail to recognize the positive contributions of people around us is that we may not feel comfortable praising others or we may not know how to recognize people. Here is a simple framework.

  • Observe. Look for opportunities to recognize your peers, team members, friends, family members, bosses and other people you interact with everyday.
  • Smile. A smile is a true indicator of your cheerfulness and passes your good feelings to the recipient.
  • Right away. Praise as soon as you make your observation. Your message will be relevant, sincere and will have the most meaning only when delivered immediately following the recipient’s behavior.
  • Be specific. Describe what the recipient did so that he/she understands the specific reason for your praise.
  • Detail the impact. Tell the recipient how his/her action or behavior impacted you or your organization. Explain how his/her contributions are reflected positively upon him/her.
  • ‘Thanks.’ Offering praise often involves just smiling and saying “Thank you. I appreciate your work.” This sends a message that you acknowledge the value of the work and want the recipient to repeat his/her behavior.

An example. “[Smile.] Hey Stella. When you presented our logistics proposal to our clients, I think you did an excellent job with the flow of arguments. Your illustrations clearly drove home the advantages of the new system. Our clients were very impressed with your leadership on this project. Our Divisional Vice-President who was in the meeting complemented you. Thank you for a job well done. Keep it up.”

Making people around us feel valued in a sincere manner goes a long way in improving our inter-personal relationships. In addition, observing, acknowledging and reinforcing good work motivates people around us.

Filed Under: Managing People, Sharpening Your Skills

Avoiding a Deer Hit, Part 2: Precautions to Avoid Deer Collisions

December 1, 2006 By Nagesh Belludi Leave a Comment

In the first half on the topic on avoiding deer hits, I wrote about my encounter with a deer last year. Following this incident, I have educated myself on a few precautions I could take to avoid hitting deer again.

  • The risk of hitting deer is highest during sunset to midnight and sunrise and a few hours before sunrise. Deer are particularly active during the mating season, from late-October to mid-December. Hunters I have talked to disclosed that deer usually settle down during hot weather and walk around during rainy or cloudy conditions. Watch-out for deer during these times.
  • Scan both sides of the road and watch for instances of reflection of your car’s headlight in the eyes of the deer. When there is no oncoming traffic, use high-beam headlights to broaden your field of vision and for better reflection of light in deer eyes.
  • If possible, try to follow other vehicles. I believe deer exercise some caution and cross roads when they do not see vehicles on the road. Leave enough space between yourself and the vehicle in front of you to allow you enough braking distance in case the vehicle in front hits a deer. Similarly, ensure sufficient space between your vehicle and the vehicle behind you. This gives the vehicle behind you sufficient braking distance to prevent a rear-side crash.
  • Deer usually travel in groups. If you see a deer, watch out for other deer that may be nearby.
  • Deer Crossing SignsLook out for deer crossing signs in areas of high deer population. Slow down and be more vigilant.
  • Do not swerve to avoid hitting a deer. Swerving increases the risk of a collision with a fixed object by the side of the road, of a collision with another vehicle on the road or of running off the road and flipping. Apply brakes, grip the steering wheel steadily and come to a stop if possible. If a collision becomes inevitable, hit the deer and maintain control of your vehicle.
  • Deer whistles and other deer deterrent gadgets are commercially available. Supposedly, these whistles produce sounds of certain frequencies audible to deer that distract their attention and thus prevent them from coming into collision. I am not sure these devices are effective.

The Friends for Animals website estimates approximately one and a half million deer hits every year. With vigilance and awareness, you can avoid deer hits and minimize casualties.

Filed Under: Sharpening Your Skills

Avoiding a Deer Hit, Part 1: My Seatbelt Saved my Life

November 28, 2006 By Nagesh Belludi 1 Comment

Deer hit result

In November of last year, while returning from Chicago, I hit a deer approximately ten miles north of metropolitan Indianapolis. Fortunately, I survived the mishap without any injuries.

Sequence of Events

Sequence of events in a deer hitThe entire incident, from the moment I spotted the deer to when I hit the deer, happened in less than two seconds. Here is the sequence of events; see the accompanying illustration. (I used present tense to recall the incident.)

  1. At 3:15am, I am cruising at 70mph (112 kmph) on an interstate highway. I am very alert. There is very little traffic. While negotiating a curve, I notice two deer enter my field of vision from the far left side of the interstate. “Ah, deer there.”
  2. Within moments, one of the deer starts to run cross the interstate. The other stands still. I realize I cannot avoid hitting the deer. I steady my grip on the steering wheel and try to hit the brake pedal. “Is this the end?”
  3. I crash into the deer. I get a glimpse of the deer in my windshield and feel a big impact. Suddenly, I see smoke everywhere on the dash. I also notice some sky-blue colored, cloth-like object in front of my body. “What has happened?”
  4. I clear the sky-blue colored object and realize I am still steady on the right lane. My speed has reduced to 30mph (48 kmph). I discover that the airbags (sky-blue colored) were just deployed and that the smoke is from the explosion-activation of the airbags. [See the ‘How Air Bags Work’ article on the How Stuff Works website.]
  5. I apply brakes and gradually come to stop on the pavement. I examine myself and perceive no injuries. I get out of my car and examine the mess. The impact is so bad that hair from the deer’s body have stuck to the corner of the bumper upon contact. The radiator is damaged. “I cannot drive any further.”
  6. I look back to see the deer or any remnants. I do not notice anything. I guess the deer rebounded from the car, ran away from the interstate and passed away by the side of the road. “Why did this happen to me?”
  7. I notice a few lights down the interstate and guess I could reach an exit before long. I drive slowly, stop at a gas station at the exit and call the police. After a couple of hours, I get my car towed to a Honda service station and have my friend pick me up from there.

For the next six weeks, I depended on my neighbors and friends to drive me around town. Luckily, the insurance company decided not to total my car and paid nearly $8,000 to fix the damages.

Deer hit result

My Seatbelt Saved my Life

Avoiding hitting deerIn retrospect, I was very fortunate that I survived the accident.

  • The only injury I had was a scratch on my right-wrist. Passenger-side airbags are usually folded into the middle section of the steering wheel. This section cracked open to activate the airbag and thus scratched my wrist.
  • Had I not held the steering wheel firmly, I may have swerved off the lane I was in.
  • Had the deer started running across the interstate a few moments later, it would have hit the side of my car. The side of my car is not as protected for impact as the front.
  • Had the deer started running across the interstate a few moments sooner, it would have hit the middle section of the front of my car. The impact could have been worse; the deer could have landed on my windshield.
  • Had there been traffic on the interstate, any vehicle behind my car would have hit me.
  • I do not remember my chest or face coming in contact with the airbag. My seatbelt had restrained me thoroughly. My seatbelt had saved my life.

In the second half on this topic, I will feature precautions we can take to avoid deer hits.

Filed Under: Sharpening Your Skills

You don’t praise people? What are your excuses?

November 23, 2006 By Nagesh Belludi Leave a Comment

“The deepest human need is the need to be appreciated.”
* William James

Offering praise and recognitionAll of us have an innate desire to be appreciated and valued for our contributions at work, home and elsewhere. However, we often fail to recognize the positive contributions of people around us. We neglect opportunities to talk about them in positive regard, appreciate their work and encourage them.

Why we don’t praise

Here are the typical excuses we offer for not praising people around us.

  • “They don’t need to be praised for just doing their jobs.”
  • “I have too much to do. I just don’t have time.”
  • “I don’t think people care about being praised that much.”
  • “I just don’t think about it.”
  • “I have high expectations and expect a lot from others.”
  • “Hey, it’s not my job.”
  • “My boss doesn’t praise me. Why should I praise others?”
  • “My (company or national) culture encourages modesty; so, people around me don’t expect praise.”
  • “Negative reinforcement is important. Only when my employees are criticized, will they improve.”
  • “If I praise people, they think they have made it. They will stop improving.”
  • “I find it difficult to express my feelings.” “I don’t like to praise”

Praise Matters

None of the above is a valid reason. Offering praise and recognizing people amounts to acknowledging and favorably noticing their efforts. Our recognition serves as a powerful positive motivator because it nourishes their self-esteem and makes them feel confident of their abilities. This increases the likelihood that they will continue to grow and will keep improving in their roles.

Praising and recognizing people around us are an essential skill that we need to develop to be effective around people. Look for opportunities to recognize your peers, team members, friends, family members, bosses and other people you interact with everyday. Offer sincere appreciation and make them feel valued. At the minimum, just smile and say “Thank you” more often.

Postscript Notes

  • Happy Thanksgiving to our readers in the United States. Make sure you offer praise to your hosts and / or the people who prepared for the festivities. Do not eat too much.
  • Readers not familiar with Thanksgiving celebrations in the United States can find more information here and here.
  • Thank you all for reading my thoughts on this blog; I appreciate your support.

Filed Under: Managing People, Sharpening Your Skills

Resumé Tips #1: Best Fonts and Text Size for Your Resumé

October 31, 2006 By Nagesh Belludi Leave a Comment

Blog reader Michelle from the University of Kentucky, Lexington asked me

“I am preparing my résumé for an upcoming job fair, and I’d appreciate your suggestions on the choice of fonts.”

Serif and Sans-serif Fonts

Font families are classified according to their appearance: serif fonts, sans-serif fonts, mono-space fonts, cursive fonts, fantasy fonts, etc.

Characters in serif fonts have little projections or ‘tails’ (serif = tail in French) at the end of strokes and line widths that thin out on curves. The serifs guide a reader’s eyes to flow across lines of text. Conventionally, serif fonts are used for smaller text such as blocks of texts in newspapers. Serif fonts are harder to read from a distance.

Characters in sans-serif fonts have more consistent line widths and do not have tails (sans = without in French). Sans-serif fonts appear clear and balanced in shape and in form. Conventionally, sans-serif fonts are used for larger text such as headlines or text in posters. Sans-serif fonts are the most popular choice for on-screen (TV, computer, etc.) text because of their clarity in display.

Choice of Fonts and Text Size for Résumés

Fonts for a Résumé

Résumé reviewers expect résumés to be professional–readable and inviting. Serif fonts are the de-facto standard for résumé text. Times New Roman (the default font in Microsoft Word), Book Antiqua or Palatino (my personal favorite,) Garamond and Times are the most popular serif fonts for résumés. I would suggest using serif fonts for the entire résumé. You may use sans-serif fonts for section headings and/or your name.

Cursive or decorative fonts easily distract the eye and make the résumé look unprofessional. Explore fancier fonts only if you desire a career in fine arts or graphic design.

Font size: 10-, 11- or 12-point only

Choice of Fonts and Text Size for RésumésFont size is measured in points. A point represents 1/72 of an inch; text in 72 points prints to text of one-inch height. Use a 10-, 11- or a 12-point font for content. Begin with an 11-point font and increase to a 12-point font to fill up the page or decrease to a 10-point font if you cannot fit all the details on one page. (All primary details, academic backgrounds and professional accomplishments should fit into one page.)

Section headings can be one or two points larger than content. Subheadings, such as name of the university or employer or your job title, should be set in standard font size. Do not increase the font size for your name; your name will look disproportionate.

Consistency in Formatting

As with every other detail on the résumé, viz., content, structure, paragraph spacing, etc., use consistent font formatting. In Microsoft Word, the ‘Format Painter’ tool is handy to copy formatting to various sections of text or paragraphs.

Making your Résumé Standout

On my recruiting trips to colleges, one of the most common questions students ask me is how one could make his/her résumé stand out. You can make your résumé standout primarily based on the content in the résumé: your accomplishments, academic strengths, extra-curricular involvement, leadership activities, etc.

However, résumé reviewers form their first impressions, mostly subconsciously, on how well the content is structured and how well the text is presented. On average, reviewers spend as little as fifteen seconds before they decide to read your résumé further for detailed consideration. Hence, the value of preparing a résumé with an orderly, consistent, professional look-and-feel cannot be overstated.

Wondering what to read next?

  1. Resumé Tips #2: The One-page Résumé Rule
  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, Sharpening Your Skills Tagged With: Resumé

How to Prepare for Meetings

October 26, 2006 By Nagesh Belludi Leave a Comment

Preparing to Attend MeetingsMeetings are important organizational tools. Whether as one-on-one conversations or as larger all-employee information sharing sessions, meetings are integral components of getting work done. Despite some obvious benefits, most meetings are not very productive and are longer than necessary. One of the primary reasons for the lower productivity of meetings is that attendees come unprepared.

Assume you have consented to attend a meeting because your participation is critical to the objective of the meeting. What questions will you ask to prepare for the meeting?

  • Have I read the meeting agenda? What is the objective of the meeting? What is my role? How will I contribute to the meeting?
  • What segment of the meeting is relevant to me? Can I join late or leave early if I am not required throughout the length of the meeting?
  • Is this a follow-up to a previous meeting? What action items had I agreed on then? What results will I present? What questions will arise?
  • What relevant pre-reading material should I seek?
  • What research do I need to do? Whom on my team should I talk to regarding items on the agenda?
  • What is the desirable outcome? What is the undesirable outcome? Is there a compromise?
  • What positions am I prepared to take on key issues being discussed in this meeting? What facts and charts will I present to support my position?
  • Who are the other attendees? What positions are they likely to take on key issues? Why? What are the likely group dynamics: who will support me, who will oppose my positions? What counter arguments will I present?
  • What other attendees should I talk to prior to the meeting to garner support to my position? Can I invite additional attendees to the meeting to help support my position? How will I persuade other people to see my point of view?
  • What action items am I willing to take? Do I have the necessary resources? Will I participate in follow-up meetings, if scheduled?

Meetings are all about sharing thoughts in a collective setting. They are only as good as the ideas that attendees bring to the discussions. By asking the above questions, you will contribute to focused, productive meetings. You owe it to yourself, the meeting leaders and to your fellow-attendees.

Wondering what to read next?

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  4. Many Creative People Think They Can Invent Best Working Solo
  5. How to Speak Up in Meetings and Disagree Tactfully

Filed Under: Managing People, Sharpening Your Skills Tagged With: Meetings

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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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