Most students pursue MBA in hopes of getting hired from a major corporation. Although MBA gets them into the company, but it does not teach how to succeed as an employee and a manager. Every year many employees join management ranks, owing to their top performance. However, as they assume their new roles, they face a fresh set of challenges.
Rajeev Agarwal in his latest book What I Did Not Learn in B-school offers insights on how should new managers tackle these challenges
Here are 9 ways in which you can overcome challenges and become a better manager.
Create a positive and motivating microculture in your organization!
Delegate better!
Creation of the right environment for your team, that helps manifest their potential to the fullest.
Be responsible and accountable for your own goals
Managers must identify their management style and then mould it according to the team members
Your employees’ performance contributes to the success/downfall of the company
As a manager, recognize that training is part of the job.
A motivated team is the key to success
Understand the reason for feedback and give it effectively
Have some more tips to be an effective manager? Share with us.
Category: Specials
Journey to Sommelier
By Magandeep Singh
I recall when Alanis Morisette released the song, Ironic. She spoke of a black fly in your Chardonnay and I didn’t know what was Chardonnay nor what colour it was. Upon being told it was a white wine, I wondered how that would be ironic. Irony, for me, would have been if there was a black fly in my glass of black wine. Clearly I didn’t get irony. Or Chardonnay. Or any wine at all, for that matter. The year was, I suspect, 1997.
Three years later I graduated from a hotel school having topped their beverage program nationally and fast forward a few more years, I was in France, sitting at sommellerie school for my first blind tasting class.
But it had been a long journey even till that point. I scored high in my board exams which, in India, automatically means that you are destined to be an engineer followed by the MBA rat-race and then to become a consultant with a big multinational and hope they send you somewhere on an expat package. Alas, money meant little to me and I instead chose hospitality, the industry that, till then, was considered the place for NDA-rejects and back-benchers to end up at. Who in their right mind did well in their 12th standard exams and then opted to be a cook or, worse still, a waiter!?
Well, I did and the next three years were diametrically different to my science days in school just before. I learnt a lot about the finer aspects of life, about how to see things not just in measures of logic and science but as forms of art. By the time I graduated, I was once again, confused about what career path to take next. Going to the US to pursue higher studies in hospitality seemed like a safe bet. But clearly, by now it had been established, that safe bets wasn’t my thing. Instead, I decided to pursue a long-unticked box off on my bucket list: to speak French like a native. And so, instead of going to the US, I went to work and study in a country where I didn’t know the language and possessing a culture which was completely unknown to me, a people that fought vehemently over what wine to drink besides their meals and employed more than 365 different words just to describe all the cheese they make!
I learnt French faster than most people normally would (the trick is to throw away your English-French dictionary and just learn the language instead of focusing on translating every word) which helped me at work and in my studies. But to truly capture the essence of being French, I realised, I would have to capture the essence of their relationship with food and wine. This is what led me to my next place to stay and study, L’Université du Vin, a small wine school housed in a 16th century Chateau in the region of the Rhone valley. This is where I learnt to be a sommelier, tasting wines and spirits and brews, day in and out, making extensive notes, compiling lists of French words to describe wine, visiting wineries and wine regions, working in wine shops and vineyards, all these stints kept accumulating, increasing my awareness of the subject without even my realising it. By the time I came back to India, I was tasting wines fairly well even though at the beginning I had been simply lousy at it. Here’s an example. It was the first week at my wine university and I had just burned my palate the day before trying to hold down a hot potato — now that’s a good pun and also ironic — so my tactile receptors were rather numb. Add to this that I was still sniffling from a cold and it was no surprise that I flunked my first blind tasting miserably. For those wondering, no a blind tasting isn’t an exercise for those with some form of a physical impediment; instead you just taste wines without being told first what they are. One is supposed to taste and guess what they could be from their appearance, aromas, and taste.
By the time I finished school there, I was among the top few tasters in my batch. I could announce the wine region, style and gauge closely its origin, vintage and even the residual sugar, if any. I could comment on the age-worthiness of a wine and also how to pair it with food of all kinds. And I could do all this in English and French!
Same guy who didn’t know his Chardonnays from his black currant juice, a chap who never had his first drink till he was well past his teens, and one who had grown up in families where one half was strictly teetotallers while the other half only understood whisky-soda; clearly I had come a long way. And it was at this point I decided to come back; to try and inspire more Indians to accomplish what I had managed. There would never be a dearth of sommeliers in Europe, even lesser a need for someone with a staunch opinion on wines. But back here in India I faced an entirely new problem. So unknown was even the term sommelier that people kept wondering that if I was saying that I am a Somalian then why didn’t I sound foreign!?
Today, more than a decade has gone by and people talk about their last vineyard vacay or who’s their favourite sommelier and at which precise wine bar with almost a practised yet nonchalant ease. I almost feel that somewhere, no matter how little, I managed to play a teensy-teensy part in precipitating this change. For a civilisation with a history of food going back centuries, it would only be natural that tasting and appreciating fine beverages comes as an innate quality. I am glad that India, and its peoples, are gradually showing the world how it is possible to stay rooted and yet embrace the world when you fly!
About The Author
A certified sommelier, Magandeep Singh found his calling in wines while working in France. In India he spends his time as a consultant with hotels and restaurants, conducts wine appreciation sessions and writes columns on wine.
How To Foster And Resolve Productive Conflict
Productive conflict resolution
Conflict is an unavoidable, even necessary, part of collaboration, and all teams experience it, not just cross-cultural or virtual ones. “There will, even should be, conflict in a group with a task that has even a minimum of complexity,” according to Jeanne Brett, a professor at Northwestern’s Kellogg Graduate School of Management and director of its Dispute Resolution Research Center. Teams that don’t disagree also don’t challenge assumptions, investigate ideas, point out mistakes, and motivate each other to their highest performance. Indeed, the whole point of fostering diversity on your team is to bring different viewpoints to the table. To some extent, you want these viewpoints to come into conflict; that’s how creativity and learning happen.
But, of course, not all conflict is useful. Personality clashes and task-related disagreements can bring a destructive toxicity.
Many managers believe that their role is to minimize all conflict on the team. Not so. The trick is to encourage healthy conflict. That means facilitating constructive conflicts and resolving harmful ones. Here’s the difference: healthy disagreements result in a better work product and/or stronger intrateam relationships. Unhealthy disagreements undermine your shared accomplishments and damage the team’s working relationships.
It can be a tough call to make in the moment—“Should I let my employees pursue this disagreement, or is it time to intervene with a conflict resolution?” You’ll have to go with your instinct a lot of the time, but when you’re really torn, ask yourself: Is this productive? Is this moving us closer to or further from a positive outcome?
If your answer to the first questions is yes, your best bet is probably to encourage debate and discussion so that each side can confront the other’s point of view. This isn’t a free-for-all: you still need to be actively involved as a moderator, so that the conversation stays respectful and on track. But if your answer is no, your people may need the structure of a conflict- resolution process to reach closure. Here’s how to handle both situations:
How to facilitate constructive conflict
It’s not easy to fight well, but shared processes help. Clarify your expectations with the team before a major conflict arises, either by posting your own rules somewhere (in a meeting room, on the team site) or by leading the group in a shared discussion of norms. Address these key topics:
Set ground rules.
Naming the behaviors that are and aren’t OK during a conflict will keep disagreements from spiraling out of control. Every team is different, and the specific personalities and organizational culture at play will dictate what makes sense in your particular environment. One rule, though, applies universally: conflict should be handled openly. Disagreeing with someone isn’t inherently disrespectful, and if team members choose not to voice their opinion, they should be prepared to let it go. For other potential guidelines, see the earlier box “Rules inventory.”
Establish a shared process for resolving conflict.
If team members know what to do when friction arises, they won’t shy away from necessary disagreements, and more often than not, they’ll be able to solve their own problems. Clear, step-by-step protocols for handling con- fl ict should be a central part of your team’s normal processes. One such protocol should deal with formal conflict resolution, addressed later. But spell out the lower-stakes alternatives, too. For example, team members should:
- Respectfully confront the colleague they disagree with before they bring in anyone else, including you.
- Talk about complicated issues face-to-face or over video chat, not over email.
- Prepare on their own before they open a discussion with each other, so they come ready to explain their concerns and discuss alternatives.
- Take turns summarizing each other’s ideas or concerns—in good faith. By forcing themselves to articulate each other’s point of view, they might find new ground for compromise.
- Put the discussion on pause when they feel themselves losing track of the argument or their own self-control.
- Escalate the argument without becoming vindictive or angry. When disagreements prove intractable, frame it as “We need help sorting this out,” not “The team leader will decide who’s right and who’s wrong.”
Provide criteria for contentious trade-offs.
When zero-sum decisions arise for a team, it’s helpful to have some well-defined criteria for making trade-offs. Fortunately, your team has these at hand, in the form of your organization’s overall strategy and the purpose and objectives this strategy has already defined for your group’s work. Clarify these points with your people and be specific about your goals and highest priorities. For example, “Meeting the deadline for this assignment is more important than fulfilling its scope” or vice versa.
How to resolve destructive conflict
With practice, your team members may learn to manage constructive conflict mostly on their own, with little intervention from you. By contrast, a formal conflict-resolution process always involves you. Sometimes your employees will bring an issue to your attention and ask for your help. But if they’re not self-aware enough to do this, you may need to take the initiative and ask them to participate. However, you start off, the process should have three phases:
Step 1: Find the root cause.
This step may require some research on your part. If the conflict is complicated or long-standing, you’ll want to know what’s going on before you invite two tense people to a meeting to hash it out. If you do decide to involve other people in your inquiry, try to talk to all parties involved in the conflict separately. And follow up with anyone else on the team whose perspective could clarify the problem, if you can do it sensitively. The questions you want to clarify for yourself through these interviews are:
- Why are team members arguing with each other?
- Is there a deeper personality conflict here?
- Are there organizational causes of this conflict?
- Is this a recurring pattern?
- Why does one member always insist on getting his or her way?
- Is the cause of this conflict a behavior? A clash of opinions? An external situation?
When you have some answers to these questions, you’ll be able to start generating ideas for negotiating a resolution. For example, if the conflict is caused by a personality clash, you’ll probably need to help the team members learn to communicate better with one another and be more respectful when they disagree. If the conflict is caused by project circumstances, you and your team can brainstorm fixes like hiring additional resources, redefining roles, or modifying the scope of the work.
Step 2: Facilitate a resolution.
You may have a few ideas for how this situation should evolve, but it’s best to avoid dictating a solution. Solutions don’t work simply because they make sense or because you said so; they work when they have buy-in from the people who have to execute them. For this reason, compromises that are imposed from above tend not to be as thorough or as resilient as the ones a team arrives at by itself.
Frustrating as it may be, play no more than a facilitating role. Your listening-to-telling ratio should be 4:1, and the “telling” part should mostly be active listening tactics to help team members understand underlying assumptions. That means asking open-ended questions, restating and reframing team members’ perspectives, and encouraging the other people in the room to do the same. Set the tone for this discussion by reminding people to stick to the facts, to talk about behaviors instead of traits, and to follow the team’s ground rules for conflict.
If the team members resist coming to a resolution despite your best efforts, you may need to steer the conversation a little more decisively. Leadership coach Lisa Lai recommends using these five questions to facilitate the conversation:
- What does each person really want?
- What matters to them, personally and professionally?
- What motivates them? What fears do they have?
- Where is there common ground?
- What’s the difference between their stories?
If the conversation really seems stuck, try these tactics:
- Ask each team member to share their BATNA. In negotiation parlance, a BATNA is your “best alternative to a negotiated agreement”—basically, what your team members think will happen if they can’t resolve their dispute. Then ask them how their BATNAs will affect the rest of the team. Articulating consequence to the group may help them recommit to finding a solution.
- Refocus the discussion on the team’s strategic objectives. Sometimes, the team members’ shared interests are strong enough to compel a resolution on their own (see the box “Case study: Focusing team members on a shared goal”). Other times, you may need to push a little harder. Ask the team members to identify together the key priorities that their agreement should address and then limit the scope of the discussion to these issues alone: “This is a very complicated situation, and I can see it’s wearing on everyone involved. But if we can’t resolve all of it right now, that doesn’t mean we can’t resolve any of it. For now, let’s focus on coming up with a solution for X issue.”
This is an excerpt from Harvard Business Review’s Manager’s Handbook – the 17 Skills Leaders Need to Stand Out. Get your copy here.
Credit: Abhishek Singh
What attracted Usha Narayanan to Mythological Stories?
Usha Narayanan, author of Prem Purana, has donned many hats, before becoming a successful full-time author. In her glorious career, she has dabbled with genres like thriller and romance, before turning to mythology. Her works Pradyumna: Son of Krishna and The Secret of God’s Son have been praised as ‘Indian mythology at its fiercest and finest’.
Her latest book, Prem Purana is about stories of love and extraordinary devotion found in Hindu mythology. On the launch of the book we asked her what about the mythological stories attracted her to write about them.
Here’s what she had to say.
The idea of writing mythological love stories was born during a conversation with my editor Vaishali Mathur at the Jaipur Literature Festival when she suggested that I should combine my strengths in writing mythology and romance. At that point, I was busy with The Secret of God’s Son and it was only after it was completed that I could think seriously think about this. I knew that our epics and Puranas focused more on the battle between good and evil, with heroic gods and fearsome demons confronting one another. Only a few love stories were widely known, such as the one of Kama shooting his arrow of love at ascetic Shiva, or of Arjuna winning Draupadi’s hand at her swayamvara.
I began my quest by re-reading all the ancient lore with an eye to discovering tales of the heart. As always, when writing mythological fiction, I wished to focus on untold stories, using my imagination to bring alive minor characters or lesser-known aspects of major ones. The first character who caught my eye was Ganesha. We think of him as the lovable elephant-headed god with a fondness for modakas. But who did he marry? People in the south of India swear that he is single, but others state vociferously that he is married. The images in temples show him either alone or with a wife or two. What are their names? Some say Siddhi and Riddhi, while others think their names are Siddhi and Buddhi. That was enough intrigue to stimulate my mind!
Another interesting layer to the story is the idea that Buddhi, Siddhi and Riddhi represent intellect, spiritual power and prosperity. As their names are merely mentioned in passing in most Puranas, I could give full rein to my imagination in portraying them. I endowed the three with distinct characteristics and showed Ganesha wooing them in different ways, according to their particular likes and dislikes. My Riddhi is sprightly, Buddhi is silent and deep, and Siddhi is fierce and opposed to the very idea of marriage! Their stories span three realms and four yugas, shedding light on many engaging aspects of Ganesha, the first among the gods. To add to the appeal, I discovered that in Bengal, during Durga Puja, Ganesha even has a banana bride!
I think readers will enjoy seeing Gajamukha in a refreshing new light in Ganesha’s Brides, the first of the three stories in Prem Purana.
“Siddhi watched as more and more arrows struck Ganesha, causing blood to flow like a flood. Was he ready to meet death rather than forsake his promise to her? Would he sacrifice everything for the sake of his love?”
**
For the second story, Mandodari, my inspiration came from the Ramayana. Ravana was Brahma’s great grandson on his father’s side and an asura prince on his mother’s. Choosing to follow the asura path, he pillaged heaven and earth, ravished women and abducted Rama’s wife Sita. What I found of interest was not his war with Rama, but his relationship with his wife Mandodari. How did she react to all this? Did she protest or did she submit silently to his actions? What was her background? Did the rakshasa love her? And the most exciting question of all―did Mandodari come face to face with Sita, the woman she regarded as the instrument of doom that would bring down Lanka?
I found no answers in the commonly available texts where Mandodari features in a mere two or three scenes. Fortunately, however, there are many Ramayana versions available. I followed the uncommon trails, used my imagination and fleshed out the queen’s character, placing her emotions at the centre of the narrative. The story also reveals startling new facets of Ravana’s character and motivations. I think Mandodari, with all its twists and turns, will be riveting and revelatory to readers.
“‘Snatching a woman by force or stealth is not an act of valour, Ravana. She is not an object of lust or a means to settle scores with your enemy,’ said Mandodari, her voice loud and clear. She would speak the truth regardless of consequences. It was a risk she had to take for Ravana and her people.”
**
After delving into the lives of a merry god and a dire rakshasa, it was time to move to the human plane, with the story of King Nala and Princess Damayanti. She turned down the gods who courted her at her swayamvara and chose Nala as her husband. Though she chose love over immortality, Nala was driven by his own demons and abandoned her in a dangerous forest. Damayanti struggled to survive the perils that confronted her at every turn, but forged forward regardless. She did not give up hope and devised various stratagems to reclaim her happiness.
I was fascinated by her strength and also by the magical swan that plays a key role as the messenger of love. I named the swan Gagana, meaning sky or heaven, and created a charming and audacious companion to Damayanti. The Kali demon, who plays a major role in my previous books, Pradyumna: Son of Krishna and The Secret of God’s Son, is the enemy that Nala and his queen must confront. How can a mortal pair combat the power of the demon who reigns over a dark yuga that signals the end of the world? Love, loss, hope and despair form the chequered background of this poetic tale.
“‘Majestic Ashoka, whose name signifies one who destroys grief . . . Free me from pain and unite me once more with my Nala!’ cried Damayanti, sinking to her knees under a soaring Ashoka tree. Alas, the tree made no answer and all she could hear was the wind rustling among the leaves.”
**
A major part of my excitement in writing these stories came from the opportunity to focus attention on the women in our epics who are often sidelined. We often find that a woman is regarded as a prize to be won, someone who is forced to watch quietly while her husband makes disastrous decisions. However, the heroines in Prem Purana are central to the action. They are strong, independent thinkers who inspire the males in their lives―god, asura or king―to do the right thing and live up to their responsibilities.
I hope readers enjoy reading these tales which provide a good mix of fervour and fury, heroism and heartbreak, set against a spectacular backdrop spanning heaven and earth.
An Unresolved History: A Legacy Of Partition
By Urvashi Butalia
It is close on two decades now that I have been researching and writing on the human histories of Partition. As story upon story unfolds, and terrible, painful histories begin to emerge, it does not, contrary to popular wisdom, become any easier to deal with them.
One of the many grave consequences of Partition—and one which remains all the more prevalent today—has been the ease with which so many Indians and Pakistanis fall into a pattern of mutual demonisation, so that virtually everything, whether it relates to bombs, or to violence or to foreign relations or to territorial claims, can be laid at the door of the ‘other’. If it was not so serious, it would be laughable: imagine two mature, intelligent (if one can use those terms for nation states) countries in the twenty first century placing virtually every failure at the door of the ‘other’. Indeed so powerful is the jingoism, and so deep the suspicion, that attempts to move out of that are seldom successful.
The story below provides an illustration of this.
I once received a letter from Pakistan, sent by a young man called Tanveer Ahmed, who had made it his mission in life to bring his grandmother, originally from Kashmir, to Indian Kashmir to meet her siblings, and he wrote to ask if I could help in getting her a visa.
His letter started by recounting the facts of his story. They are as follows:
- I have been trying to re-unite my maternal grandmother with her siblings since 1989, having met them that year (They live about 90kms apart, divided by the LOC since October 1947)
- After objecting for many years, my maternal grandfather finally agreed to allow me to seek an Indian visa for my maternal grandmother after learning of the death of her younger brother. He even expressed interest himself in visiting her remaining family members.
- Being a British citizen (I have lived in the UK since the age of 4) it was obvious that I would seek my Indian visa from London (I have been to India twice before—1989 and 1993). After meeting the concerned Visa Officer and outlining my reason for travel, he stipulated that I should request a fax from my relations in India to verify our relationship. After confirming that to be the only stipulation, I duly received a fax from my Indian uncle in Rajauri and presented it to the visa officer. He, in turn, expressed that he found it impossible to believe that Hindus and Muslims could be related and insisted that I re-apply for my Indian visa from the IHC in Islamabad. He was at pains to insist that IHC (Islamabad) would merely request an NOC from IHC (London) and that I would promptly receive my visa within a matter of days. He even gave me his personal phone number in case of any problem with IHC (Islamabad). On his persistence, I felt I had no option but to trust him on his word despite my scepticism.
- When I applied in Islamabad, I was initially told to check after a few days, then a couple of months, then I was told that my case was in the Indian Home Ministry pending approval. After a few months, I was informed that the issue could take up to two or two and a half years.
- I also applied for the LOC crossing in November 2005 only to learn a few months ago that people applying after me have been and come back.
Tanveer wrote in desperation, anxious to find a way of getting his grandmother to Indian Kashmir to meet with her relatives. Concerned that both her age and her heart condition would make it increasingly difficult for her to travel, he gave up his job in London to come to Pakistan and devote all his energy to achieving the goal he had set himself. To him, getting his grandmother to Indian Kashmir was not only a personal mission—she was the one who had brought him up as a child—but also a way of contributing to the lessening of tension between India and Pakistan. He saw visits to and reunions with relatives across borders as one way of doing so. As he said:
My personal and professional experience of life equips me well to make a positive and constructive input into Indo-Pak Relations. It’s a real pity that neither country has been able to read that about me thus far. I completed a cycle ride from Torkhem (Pak-Afghan border NWFP) to Wagah (PAk-Indian border Punjab) in the sweltering heat recently to display my seriousness for peace between the two countries. I aim to continue this cycle ride from Attari to Kolkatta as soon as my grandmother has been re-united with her family.
Despite his best efforts Tanveer Ahmed’s labours continued in vain, with little hope of a visa being granted for his grandmother to travel to India. With some help from him, I was able to explore this story further and to meet with his grandfather in England, and as the story unfolded, other aspects became clear.
His grandfather was among the many Pathans, men who came to Kashmir in October of 1947 as part of what has come to be known as the raiders’ attack. A little over sixteen at the time, Tanveer’s grandfather said he knew very little about why they went to Kashmir, but that as a group of young boys, they found the whole enterprise to be something of an adventure. At some point they came across a group of young girls who were running away from the violence, in search of safety. The boys divided up the girls between them, and Tanveer’s grandfather married the girl who came to ‘his share’.
At the time, the assumption was that her family had all been killed. She converted to Islam and stayed on with her husband in Pakistan-administered Kashmir, believing all the while that everyone else in her family was dead. After some years, her husband moved to England, and she stayed behind, and it was a chance encounter with a relative of hers in England—a distant cousin—that led her husband to the discovery that some members of her immediate family had survived and were still living in India-administered Kashmir. And among them was her brother.
Keen to go back to what she still thought of as her home, Tanveer’s grandmother began to focus all her energy—as so many Partition survivors do—on meeting her family again. But her husband, fearful of this new element in their lives, was not at first willing to let her go. Eventually he agreed, but at that stage, it was bureaucracy and the political standoffs between the two countries that continued to work against this family.
As with so many Partition stories, this one too remains unfinished in its telling. Many years later I heard from Tanveer that a visa had finally been granted and his grandmother did finally manage to go to her family home across the border. What we do not know is what that visit meant to her – did it finally resolve something for her? Put a closure on a history that had so far remained unfinished, perhaps incomplete? And what did this search mean for Tanveer, born after Partition, with no direct memory of it, but with its constant presence in his life? These are questions to which we’re not likely to find satisfactory answers. These are questions that still do not easily enter the histories of our countries for the tension between history and memory prevents us from seeing how they can so fruitfully overlap and enrich each other.
This story is in no way adequate to even begin to understand the complex and multiple legacies of Partition that stretch their long arm into the present of India and Pakistan and that still influence the ways in which both nations and indeed their peoples relate to each other. There are not many countries in the world where, after seventy years, the divide is still so deep politically, that any contact is difficult, sometimes, as in Tanveer’s family’s case, virtually impossible, and looked upon with suspicion. No matter that travel restrictions have eased in the last several years but there is still the very real fear that the moment things go wrong in the India-Pakistan equation, the first thing to be affected will be the issuing of visas. Traumatic histories leave many scars that take several generations to heal, and India and Pakistan are no stranger to these, but the opening up of contact, the easing of travel barriers, the issuing of visas—these things signal a return to the ‘normal’ behaviour that is so necessary for nation-states to own, regardless of how terrible their pasts have been.
AUTHOR BIO:
Urvashi Butalia is a publisher and writer based in Delhi. She is co founder of Kali for Women, India’s first feminist publishing house and now runs Zubaan, an imprint of Kali. She has written and published widely on a range of issues. Among her published works are a co-edited volume, Women and the Hindu Right: A Collection of Essays, Speaking Peace: Women’s Voices from Kashmir and the award winning history of Partition: The Other Side of Silence: Voices from the Partition of India which has been translated into eleven languages. (Urdu, Hindi, Malayalam, Tamil, Assamese, Marathi and French, German, Bahasa, Japanese, Korean)
10 Things You Should Know About Akash Verma
Akash Verma is a man of many talents. Not only is he a bestselling author but also an established entrepreneur. His profile lists him as the co-founder of two start-up companies before which he had also dabbled various roles in major corporations like Coca-Cola, Big FM and Red FM.
Akash is back with his fourth novel, You Never Know: Sometimes Love Can Drag You Through Hell…, a romance thriller which will keep you at the edge of your seat till the last page.
Here are a few things facts about the bestselling author.
Early beginnings!
Master of many talents
Woah!
It’s all in the genes.
Relate!
Quite a quirk that is…
The next time you want some gossip about the tinsel town, you know whom to turn to.
Wow!
Aww!
How many of these facts did you already know about the author?
5 facts About the Father of our Nation You Should Know
Today marks the 148th birthday of Mahatma Gandhi, or as he was dearly addressed, Bapuji. The extraordinary figure he was, revered and followed by many, Bapuji followed a simple, ordinary lifestyle. His teachings on truth and nonviolence (ahimsa) inspired the masses in India’s freedom movement against the British Raj, and it continues to do so even now.
Here are a few facts about the man who changed the landscape of India forever.
Revelation!
Humble soul
Gandhiji understood the importance of self-sustenance
Gandhiji believed meditation was important for both body and mind
Kasturbaji died in prison, sent there with Gandhiji for civil disobedience
How many of these facts did you know about Bapu?
8 Steps to Improve Your Quality Of Life And Achieve Your Goal
We all dream about a glorious future and set goals to turn it into a reality. What if someone told you that you only need 5 years to achieve your goals.
Arfeen Khan in Where will you be in 5 years gives you crucial tips that are practical, effective and can be implemented from day one. He also helps you chart out your growth and solve your personal problems.
Here are 8 steps that he insists will help you improve your quality of life
Take Control of Your Health
Grow Your Wealth in a Steady Manner
How Passionate Are You about Your Work?
When Someone Knows You Better than You Know Yourself
Stay Curious and You Will Enjoy Life
Things Belong to You, You Don’t Belong to Them
How to Be Creative? Play Games
Stay Tuned to Your Social Support System
Tell us what do you do to improve the quality of life.
8 Things that Scaachi Koul Said that Will Always Matter (Even When We are All Dead)
As children growing up, we tend to question everything and everyone. More often than not, we rebel against age-old customs imposed on us at every step, only to be told by our elders that we are too young to understand the ways of the world. Amidst this hormonal and social chaos that we are suddenly pushed into, it can be difficult to know that you’re not the only one who feels this way. Sometimes you just need someone to tell you that at the end, everything will turn out to be just fine.
Here are 8 times Indian-origin Canadian writer Scaachi Koul said things that would have made growing up so much easier.
When she told us that it’s okay to be any size, but not okay to be shamed for it.
When she showed us how a piece of clothing might define our waistlines, but not how we are as human beings.
When she taught us how it’s important to rationally question everything, including our parents.
When she held a mirror to our society’s face and magnified the ugly truth.
When she reminded us of our first childhood heroes.
When she showed us why it’s alright to do everything ‘forbidden’ and not feel guilty.
When her humour was self-deprecating, yet, damn honest.
And finally, when she told us exactly what we all need to know…
So, what is your advice to your teenage self?
Everything You Need to Know About Level 5 Leadership
IN 1971, A SEEMINGLY ordinary man named Darwin E. Smith was named chief executive of Kimberly-Clark, a stodgy old paper company whose stock had fallen 36% behind the general market during the previous 20 years. Smith, the company’s mild-mannered in-house lawyer, wasn’t so sure the board had made the right choice—a feeling that was reinforced when a Kimberly-Clark director pulled him aside and reminded him that he lacked some of the qualifications for the position. But CEO he was, and CEO he remained for 20 years.
What a 20 years it was. In that period, Smith created a stunning transformation at Kimberly-Clark, turning it into the leading consumer paper products company in the world. Under his stewardship, the company beat its rivals Scott Paper and Procter & Gamble. And in doing so, Kimberly-Clark generated cumulative stock returns that were 4.1 times greater than those of the general market, outperforming venerable companies such as Hewlett-Packard, 3M, CocaCola, and General Electric.
Smith’s turnaround of Kimberly-Clark is one the best examples in the twentieth century of a leader taking a company from merely good to truly great. And yet few people—even ardent students of business history—have heard of Darwin Smith. He probably would have liked it that way. Smith is a classic example of a Level 5 leader—an individual who blends extreme personal humility with intense professional will. According to our five-year research study, executives who possess this paradoxical combination of traits are catalysts for the statistically rare event of transforming a good company into a great one. (The research is described in the sidebar “One Question, Five Years, 11 Companies.”)
“Level 5” refers to the highest level in a hierarchy of executive capabilities that we identified during our research. Leaders at the other four levels in the hierarchy can produce high degrees of success but not enough to elevate companies from mediocrity to sustained excellence. (For more details about this concept, see the exhibit “The Level 5 Hierarchy.”) And while Level 5 leadership is not the only requirement for transforming a good company into a great one— other factors include getting the right people on the bus (and the wrong people off the bus) and creating a culture of discipline—our research shows it to be essential. Good-to-great transformations don’t happen without Level 5 leaders at the helm. They just don’t.
Not What You Would Expect
Our discovery of Level 5 leadership is counterintuitive. Indeed, it is countercultural. People generally assume that transforming companies from good to great requires larger-than-life leaders—big personalities like Lee Iacocca, Al Dunlap, Jack Welch, and Stanley Gault, who make headlines and become celebrities.
Compared with those CEOs, Darwin Smith seems to have come from Mars. Shy, unpretentious, even awkward, Smith shunned attention. When a journalist asked him to describe his management style, Smith just stared back at the scribe from the other side of his thick black-rimmed glasses. He was dressed unfashionably, like a farm boy wearing his first J.C. Penney suit. Finally, after a long and uncomfortable silence, he said, “Eccentric.” Needless to say, the Wall Street Journal did not publish a splashy feature on Darwin Smith.
But if you were to consider Smith soft or meek, you would be terribly mistaken. His lack of pretense was coupled with a fierce, even stoic, resolve toward life. Smith grew up on an Indiana farm and put himself through night school at Indiana University by working the day shift at International Harvester. One day, he lost a finger on the job. The story goes that he went to class that evening and returned to work the very next day. Eventually, this poor but determined Indiana farm boy earned admission to Harvard Law School.
He showed the same iron will when he was at the helm of Kimberly-Clark. Indeed, two months after Smith became CEO, doctors diagnosed him with nose and throat cancer and told him he had less than a year to live. He duly informed the board of his illness but said he had no plans to die anytime soon. Smith held to his demanding work schedule while commuting weekly from Wisconsin to Houston for radiation therapy. He lived 25 more years, 20 of them as CEO. Smith’s ferocious resolve was crucial to the rebuilding of Kimberly-Clark, especially when he made the most dramatic decision in the company’s history: selling the mills.
This is an excerpt from HBR’s 10 Must Reads (On Leadership). Get your copy here.
Credit: Abhishek Singh