વિચારો દ્વારા વાવણી

તમે સાંભળ્યું હશે કે ‘આપણા વિચારો જ આપણા જીવનું ઘડતર કરે છે.’ પરંતુ આજે તો વિજ્ઞાને સાબિત પણ કરી આપ્યું છે કે આપણા વિચારો આપણા જીવનની દરેક બાબતને અસર કરે છે. આપણે આપણા માટે જેવું વિચારીએ એવા જ આપણે થતા જઇએ છીએ. અત્યારે તમે જે કંઇ પણ છો, જે પરિસ્થિતિમાં છો એ તમારા પાછલાં થોડાં વર્ષોના વિચારોનું પરિણામ છે અને તમારું ભવિષ્ય એવું જ હશે કે જેવા તમારા અત્યારના વિચારો છે. સફળતા અને નિષ્ફળતા જીવનમાં અવિરત આવ્યા જ કરતી હોય છે, પણ શેના વિચારો કરવા એ સ્વાતંત્ર્ય આપણી પાસે છે. સફળતાના વિચારો સફળતા અને નિષ્ફળતાના વિચારો નિષ્ફળતા લાવે છે.

ઇશ્વર કયારેય સફળતા કે નિષ્ફળતા આપતો જ નથી. એને માત્ર એક જ વસ્તુ આપતાં આવડે છે અને એ છે ‘તથાસ્તુ’. આપણા મનમાં ચાલતા દરેક વિચાર પર હર ક્ષણ પરમકપાળુ પરમાત્મા તરફથી તથાસ્તુનો પ્રવાહ ચાલુ જ રહે છે. આપણા દરેક વિચાર પર એક તથાસ્તુ બરાબર ચીપકી જાય છે. આપણે વિચારો કરવામાં સજાગ નથી રહેતા, ખોટા વિચારો કરીએ છીએ અને તેના ઉપર ‘તથાસ્તુ’ થઇ જાય પછી દોષ ઇશ્વરને આપીએ છીએ, ‘હે ઇશ્વર મેં તારું શું બગાડયું હતું કે મને આવાં દુ:ખ આપ્યાં?’ આપણા સકારાત્મક અને નકારાત્મક એમ બંને પ્રકારના વિચારોમાં પારાવાર તાકાત છે.

આ બંને પ્રકારના વિચારોને બીજ ગણીને અર્ધજાગ્રત મન રૂપી ફળદ્રુપ જમીન અચૂક ઉગાડે છે. જીવનનાં તમારાં જે લક્ષ્ય છે તેની આસપાસના અને એ વિષયના જ વિચારો કર્યા કરશો એટલે આપમેળે તમારી સફળતા તરફની ગતિ વધી જશે. વેરવિખેર વિચારો પરિણામ બદલાતા નથી. માટે વિચારોનું એકત્રીકરણ કરી એને તમારા લક્ષ્ય તરફની દિશા આપો. વિચારોને દિશા મળે ત્યારે જ જીવનને દિશા મળે છે.

લક્ષ્ય તરફી વિચારો કરવા એટલે શું? એ કેવી રીતે કરશો?

તંદુરસ્તીની વાવણી : વિચારો દ્વારા
૧. સ્ફૂર્તિવાન અને તરવરાટવાળા લોકોના વિચારો કરો.
૨. લીલું ઘાસ, વૃક્ષો, ફૂલો અને હરિયાળીના વિચારો કરો.
૩. હસવું આવે તેવા રમૂજી વિચારો કરો.

મીઠા સંબંધોની વાવણી : વિચારો દ્વારા
૧. મળતાવડા અને નિ:સ્વાર્થી લોકોના વિચારો કરો.
૨. તમને બિલકુલ નકારાત્મક લાગતી વ્યકિતમાં કઇ બાબત સારી છે એના વિચારો કરો.
૩. લોકો તમારા માટે કેવો અભિપ્રાય બાંધે તો તમને ગમે એ બાબતના વિચારો કરો.

આર્થિક સમૃદ્ધિની વાવણી : વિચારો દ્વારા
૧.. ધનથી થઇ શકતા શ્રેષ્ઠ કાર્યોના વિચારો કરો.
૨. આકાશ, પાણી, હવા, વનસ્પતિ, જીવસૃષ્ટિ જેવા કુદરતના અખૂટ ખજાનાના વિચારો કરો.
૩. વિકસિત દેશોની સમૃદ્ધિના વિચારો કરો.
રોજ આ પ્રકારના વિચારો કરવાની આદત પાડશો એટલે ધીમે ધીમે તમારી માનસિક દુનિયામાં આમૂલ પરિવર્તન આવતું જશે જે તમને તમારા લક્ષ્ય સુધી લઇ જશે. તમારા હાલના સંજોગો ભલે ગમે તેવા હોય, પણ જો તમે વિચારોને બદલી શકો તો સંજોગોને પણ બદલી શકો. ‘

How to impress your Boss?

Be supportive
Support your boss with last-minute presentations, paperwork or arranging a meeting with clients instead of spending time over a gossip session. These are the small things that will strengthen your relationship with your boss and get you noticed. Every boss loves the team member who helps them with the finer details and makes their life a little easier.



Extend respect
Listen to your boss and respect the fact that s/he also has relevant experience and is acting in the company's interests. His/her goal is to make sure that there is a consensus within the team.


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A few interaction skills that make a big difference to a respectful atmosphere in your organisation include not interrupting conversations, asking if the person has time to talk and listening to ideas. Remember not to be a know-it-all or in such a hurry that you finish the other person's sentence.



Be sure to comment on their ideas to let them know you have really been listening, not just waiting for them to take a breath so you can jump in with your agenda. Being skilled and intelligent is no compensation for the lack of life experience.



Be genuine
Never try to fake it when you are actually not interested in listening and taking instructions. Be genuinely interested in what s/he is saying. Try and understand his/her point of view and act accordingly. It is always advisable to revert to your boss in case you do not have clarity on a certain issue. Seek his/her support to prepare an action plan. A genuine interest will help you develop trust required for a professional relationship. Take keen interest in new projects and do some due diligence to make it a success.



Communicate honestly
Try to communicate transparently. Don't make commitments that you cannot keep; this will call for some amount of planning from your side. Deliver information which is true and based on facts -- this will not only make you credible, your colleagues will look up to you for support.



Most bosses have a knack of remembering what you say and a commitment that was not met may haunt you after six months during the performance appraisal discussion. A little bit of caution can save nasty surprises towards the end.



Appreciate your boss
Your boss does care what you think about them, s/he however does appreciate your mentioning his/her good work. When you do recognise job well-done, be specific in your compliments. Refrain from saying in an off-handed manner, "Oh, great work, boss." Make it more personal: "Boss, that is the best research that has come across my desk in the last six months. Excellent work. If your boss comments, "Good presentation." Refrain from saying, "Oh, it was nothing." Deflecting a compliment often draws unwanted attention and belittles both you and the person offering the compliment. Just say, "Thank you."



Don't lock horns with your boss
Bosses don't like nor do they cooperate with people who they think are against them. When you are against something, the person thinks you are against them personally. Once you voice your opposition to another person's idea, you become part of the problem. It's as if a war has started with each of you fighting to be right. When you are for something, you begin focusing on the potential for positive change. You start the process of collaboration.



Some people carry this inward, self-focus into the workplace which leads to professional relationships turning sour. Make sure that you play an active role in building a strong relationship with your boss rather then expecting to be pampered all the time.

How to Speak Well and Confidently

Are you very shy when it comes to new surroundings, such as starting a new class or moving to a new area? Sometimes, it is necessary to overcome your shyness and speak confidently. By doing this, it can help you not only to share your ideas properly to others, but also to learn communicating with others. Here are a few steps to consider when speaking with confidence.


Steps


Learn how to have conversations with people. Your ideas or opinions may not always be accepted by others, but this is nothing unusual. Open your mouth, express your beliefs! This will improve your courage.

Don't be afraid and speak loudly. If you speak in a low voice, not only will others not be able to hear what you say, but you will also portray a submissive demeanor, which suggests the opposite of a confident one. Make eye contact when you speak. For one thing, it is polite for others. Also, eye contact will help others to listen to your thinking carefully. Praise yourself everyday! This will promote your own confidence, which is important when you speak. With more confidence, people will take your thinking more seriously.


Tips


Don't be nervous when you make mistakes. Human error is far from being a new concept — nobody is perfect! It is normal for everyone to make mistakes. Just calm down and keep speaking bravely.


Try and try again! This may be difficult for a shy person at first, but you need to force yourself to speak, and not seclude your thoughts. If you have some ideas, then try to speak out! Don't just keep them in your head.


If you have self confidence issues, try to think that you are the only one who has sound knowledge about the topic. Then go ahead and impart your knowledge to the audience in an effective way.


Remember that there is a fine line between confidence and arrogance. Don't portray an exaggerated amount of confidence, or you will come off as arrogant, believing that your ideas are better than the ideas of everyone else.

How to motivate bad employees

The smart aleck employee who prides himself on doing as little as possible to scrape by will needle you by saying, 'There are no bad workers -- just bad managers.'


The genius-in-residence has a minor point. But the question remains: How do you motivate employees who don't perform up to their potential?


"First, you try to avoid bad employees by hiring carefully," says Dr Lynda Dahlke, a specialist in organizational behavior at Psychology for Business, a consulting firm in Brookfield, Wis. "If you made a mistake in hiring, then you have to understand why the employee isn't performing well. It can be a lack of training, a poorly defined role, lack of feedback, shifting organizational priorities or something deeper."


Micromanaging is the surest way to kill an employee's enthusiasm. To succeed, employees need to know that they're trusted and their work is valued.


Micromanaging tells the employee just the opposite, and constant checks are as annoying as a fussy elementary-school teacher telling you to print your name and the date in the upper right-hand corner of every assignment.
Pointing out every little mistake -- especially things that are a mistake only in your eyes -- will quickly kill incentive. Instead, try something like "Here's how to make your job easier" or "You're good, and here's how to get better."


Managers are responsible for the finished product, but good managers quickly learn how to concentrate on outcome and leave the process to others. What's more important: delivering a solid product or service to your customers on time or how the boxes are stacked?


The smart manager sets goals and lets employees perform within clearly defined parameters. Gushy praise is instantly recognized as fake and won't cut it. Thank an employee individually for his or her contribution and repeat your thanks at a staff meeting. Always use outstanding performance to jump to the larger issue: Here's how we solved the problem, or here's how we beat the competition.


You can't go wrong by rewarding your top performers with more challenging assignments. Many managers fall into this trap: Top performers are inundated with routine tasks because the work will be handled quickly and well. That soon becomes a disincentive to excel.


Additional pay is always appreciated, but a good working environment is more important to most employees than a few extra bucks each week. Employees need to know that their contributions are noticed, valued and part of expanding the enterprise.


Review your employees' performance objectively and ask some basic questions: What are their strengths? Weaknesses? Are they in the right slot? Would their talents and interests flourish with a different assignment?


The manager's goal remains unchanged: How can you consistently get the best out of each worker?


Of course, there are some people who shake your faith in evolution and resist or ignore every effort to get them to improve. Such employees often show similar traits:


• They do the absolute minimum to meet their responsibilities and nothing more.

• They routinely perform their duties with more attitude than gusto, and their sullenness often carries over into their dealings with customers.

• They have little commitment to the company, frequently bad-mouth it and regularly denigrate fellow workers.

• When asked for ideas to improve the work flow, clever deadbeats respond with a quip like this: "Pardon me, but you've confused me with someone who gives a damn."

• They complain endlessly about poor pay, lack of advancement and don't have a clue how others see them.

• If you have the misfortune of dealing with such a slug, work carefully with the personnel department. Rule of thumb: The worst workers are often the most litigious.

• Meet privately with a problem worker. Tell him how and where he's failing to meet company standards. Tell him what he needs to do to improve. Set deadlines for improvement. Make the path to success clear. Demand improvement. Put everything in writing. Keep a copy for yourself, and give copies to personnel and the employee.

This will build a record if it becomes necessary to fire the worker.


These issues will show up in mom-and-pop businesses and across all industries, including semiconductor companies such as Intel, banks such as Wells Fargo, energy companies such as Valero and software companies such as Microsoft.


"As a manager, you can't be buddies with your employees," Dahlke says. "You can't reprimand a best buddy. You must command respect and lead. But you don't want to be inaccessible or feared." In short, managing is a balancing act -- and it's not easy to do it well. That, and what often seems to be your role as babysitter-in-chief for difficult workers, is why you make the big bucks.

DIFFICULT QUESTIONS AND INTELLIGENT ANSWERS!!!

DIFFICULT QUESTIONS AND INTELLIGENT ANSWERS!

Question and the Answer given by Candidates oh sorry, most of them are IAS Officers now.

Q.How can you drop a raw egg onto a concrete floor without cracking it?
A.Concrete floors are very hard to crack! (UPSC Topper)

Q.If it took eight men ten hours to build a wall, how long would it take four men to build it?
A. No time at all it is already built. (UPSC 23 Rank Opted for IFS)

Q.If you had three apples and four oranges in one hand and four apples and three oranges in the other hand, what would you have?
A. Very large hands.(Good one) (UPSC 11 Rank Opted for IPS)

Q.. How can you lift an elephant with one hand?
A. It is not a problem, since you will never find! an elephant with one hand. (UPSC Rank 14 Opted for IES)

Q. How can a man go eight days without sleep?
A. No Probs , He sleeps at night. (UPSC IAS Rank 98)

Q. If you throw a red stone into the blue sea what it will become?
A. It will Wet or Sink as simple as that. (UPSC IAS Rank 2)

Q. What looks like half apple ?
A : The other half. (UPSC - IAS Topper )

Q. What can you never eat for breakfast ?
A : Dinner.



Q. What happened when wheel was invented ?
A : It caused a revolution.

Q. Bay of Bengal is in which state?
A : Liquid (UPSC 33Rank )

Q. How many buckets of water does Pacific Ocean contains?

A : It depends on the size of the bucket. (CA Institute Campus Interview Placement)




Interviewer said 'I shall either ask you ten easy questions or one really difficult question. Think well before you make up your mind!' The boy thought for
a while and said, 'my choice is one really difficult question.'

'Well, good luck to you, you have made your own choice! Now tell me this. 'What comes first, Day or Night?'

The boy was jolted into reality as his admission depends on his answer, but he thought for a while and said, 'It's the DAY sir!'

'How' the interviewer asked,

'Sorry sir, you promised me that you will not ask me a SECOND difficult question!'

He was selected for IIM!

Leaders’ Leader

Leaders’ leaders stand out from the rest. Somehow their contributions affect large groups and move organizations toward something better, yet they function for the most part, outside of organizations. The changes they bring are more like leaps than the small steps most use. They think of the world in large terms — they work for institutions or societies or cultures not for individuals. Leaders work to bring the special and creative gifts of these people to bear on the efforts of the group.

Once a leader decides to accept this kind of responsibility, we can define the process quickly.

We would call it a search for beneficial surprise. Traditional education does not prepare us for this. We must search for a creative productiveness, a compost heap of experience and ideas, experiments and failures and successes that will bring about the changes and improvements we need.

How does a leader approach the process of creative work? A leader first makes a personal commitment to be hospitable to gifted people. A leader protects unusual persons from the bureaucracy and legalism so ensconced in our organizations.

A leader remains vulnerable to real surprise and to true quality. Surprise here means – something totally unexpected. It may also mean a new level of quality, one that might not have considered before. Neither of these things is easy: really great ideas shake up organizations.

Creative work needs the ethos of jazz. A leader will pick the tune, set the tempo, and start the music define a ‘style’

After that, it is up to the band to be disciplined and free, wild, and restrained – leaders and followers, focused and wide ranging playing the music for the audience and accountable to the requirements of the band.

Jazz-band leaders know how to integrate the “voices” in the band without diminishing their uniqueness. The individuals in the band are expected to play sole and together.

Delegate:

Hard driving business managers are often too suspicious to abandon themselves to the consequences of real delegation. They trap themselves into dumping rather than delegating. Delegation is one of the ways for a leader to connect voice and touch. It is precious way of enabling people to participate, to grow to reach their potential.

Delegation is one way of dealing with the increasing complexity in organizations. It seems to me that it is impossible for a modern day organization to reach its potential until, through delegation a leader brings to bear the diverse gifts of many individuals.

It seems that diversity consists of our individual gifts and that the spectrum of gifts gives organizations strength. Every leader has limitations no one person can be all things to the organization.

Any leader who limits the organization to the talents and time of the leader seriously handicaps the group.

Assuming that the process of delegation is like most of a leader’s work which depends heavily on the quality of our relationship. We become corporately effective by trusting that others can do some things better than us. This is a risk, of course, in terms of the organizations, but it is a natural and essential risk.

Delegation requires a form of dying a separation of issue from self. We must surrender or abandon ourselves to the gifts that other people bring to the game. We must become vulnerable to every person’s need to do their best.

Delegation requires that a leader clearly state the corporate vision, a vision to be fully shared and discussed and scrutinized. Only then can leaders enroll followers in advocacy.

We must believe in “acceptance” and not “agreement”. In organizations even if we do not completely agree, we have to accept a broad direction so that we become advocates and allow the organization to do its job.

What do delegates need? First, they need to know their authority and accountability. They need to know who, what and when of the project and not the how – that is what the delegate brings.

They need all the information the leader has and the sum of a leader’s wisdom regarding the project. The delegate also needs to have certain agreements with a leader. Together they will define reality, establish the validity of the mission understand and accept the work to be done.

They need to state their goals. They need to come to terms about the potential for growth and the way to measure performance. Last, but not least, they need to discuss failure.

Personal qualities and Personality of leaders

Emotional Resilience: Emotional stress arises in managerial positions because they work in situations that involved authority leadership, power, interpersonal conflict, meeting deadlines all with some degree of uncertainty and ambiguity. Successful Managers need resiliency to cope.

Mental Agility & Creativity: Mental agility includes the ability to grasp problems quickly, to think of several things at once to switch rapidly from one situation to another, to see quickly the whole situation (rather than ponderously plough through all its components) and to think on one’s facts. Because of the hectic nature of managerial work, successful managers must posses these abilities.

Creativity means the ability to come up with new responses and to recognize useful approaches. It involves not only having fresh ideas, but also the ability to recognize good ideas when they come from other sources.

Balanced Learning Habits & Skills: Successful managers learn independently. They take responsibility for the rightness of what they learn, rather than passively depending on an authority figure of expert. Successful managers can think abstractly as well as concretely. The relative concrete ideas to attract one (and vice versa) rather quickly. This ability, sometimes known as a helicopter mind enables them to generate theories to develop their own practical ideas.

Self awareness: The way managers view their roles affect their values, their feelings, strengths and weaknesses, and a host of other people factors. Therefore, we must help them be aware of their abilities and the part they play in determining leadership behavior.

Factors Influencing Leadership Styles:

Personality of leaderships:

Value Systems: How strongly do they feel that individuals should share in decision making? How convinced are they that the officials paid or chosen to assume responsibility should personally carry out the burden of decision making? What relative importance do they attach to organizational efficiency and personal growth of subordinates?

Confidence in Group Members: Leaders differ in the amount of trust they have in other people. After considering the knowledge and competence of a group in dealing with problems, leaders may (justifiably or not) have more confidence in their own capabilities than in those of group members.

Leadership Inclinations: Leaders differ in the way they function most comfortably. For example, directive leaders issue orders and resolve problems easily. Some leaders operate best in a team role where they continually share functions with subordinates.

Feelings of Security in Uncertain Situations: Leaders who release control over the decision making process reduce the predictability of the outcome. Leaders with greater needs for predictability and stability are more likely to “tell” or “sell” than to “join”. Social psychologists increasingly view tolerance for ambiguity as a key in people’s manner of dealing with problems.

Personality of group members: Before deciding how to lead groups, leaders also need to understand the influence of personality variables. Generally, leaders permit groups greater freedom if the following conditions exist:

1. If members have relatively high need for independence;
2. If members have a readiness to assume responsibility;
3. If they have a relatively high tolerance for ambiguity;
4. If they are interested in the problem and feel that it is important;
5. If they understand the identity with the goals of the organizations;
6. If they have the necessary knowledge and experience to deal with the problem.
7. If they expect to share in decision making.

How to be an effective Discussion Leader:

Lending a discussion effectively is a skill that few possess. This ability to bring the combined intelligence and experience of many to bear on a problem effectively and congenially can be developed with practice.

1. Make sure the discussion room is as pleasant as possible and the chairs for the participants arranged in a circle so that all participants can see each other equally easily.
2. Your first task as discussion or group leader is to explain the purposes of the meeting or the precise questions(s) to be discussed.
3. Let the group know exactly its role, e.g. to react to give recommendations, or to decide.
4. Remember the principle: Don’t do it yourself. Let someone else take minutes or be reorder. Redirect questions back to the group. Be a traffic policeman, not a goalkeeper.
5. Don’t be afraid of a little silence at the beginning as members focus on the problem.