WHAT is an 'attitude issue' and HOW to deal with it

One of the most widely used terminologies in the space of people management is the term ‘Attitude issue’

Many a times a grievance gets raised to higher management by the team member and the manager comes back with his explanation saying that the team member has an ‘incorrect’ attitude issue. From my experience, many of the manager – subordinate tussle gets raised and contested in the above manner.

As managers, we should know exactly to categorize a person’s behaviour as a onetime disturbance or an incorrect attitude. Else, we will end up using this as an excuse and wrongly categorise undesired gestures as incorrect attitude most of the time. So, then the question is “how do we conclude if there is an attitude issue with a person or not?

The only way is that you understand what an incorrect attitude issue is!

Let me start explaining this to you with an similar example.

How do you differentiate if a person is asking for money out of ‘GREED’ or out of ‘NEED’? The following indications will give you the answer for it.

1.       A person with NEED will be contented after getting enough money. A person with GREED will not be satisfied no matter how much money he gets.

2.       A person with NEED will ask for money only if he is in need. A person with GREED will crave for money which is out of proportion to his needs.

3.       A person with NEED is conscious of what he needs. A person with GREED is Blind and open ended in that respect

Such simple logical queries can bring out the difference when you hit a T-End like this. So, here above, the conclusion is that the real problem is not money, it is their ‘craving’ for money. This is an attitude issue and have a pattern. Which means, craving for money will not subside by interim money supply but has to be treated at the subtler levels of the victim’s mind.

Now let’s come back to our topic – ‘incorrect attitude’. Something similar happens here. An ‘attitude issue’ can be identified if the same has a pattern in behaviour.

In other words, it is a habitual disorder. Just like any other habitual disorder (like smoking, drinking etc) this habitual disorder can never be rectified by giving one time feedback or showing off your criticism. The person in question is victimized and is a part of the problem and he needs help to resolve it.

How do you resolve an incorrect attitude issue?

This is where your role as a manager comes. When you know how powerful your role is; you start using it effectively. Many times people doesn’t know how to use their role effectively

For example, of a person speaks rude to you. It can be of 2 reasons

1.       He was rude because being rude is a part of his behaviour

Or

2.       He was rude because he was upset on that day for some personal reason.

A manager who looks for attitude issues in team will fail to see the second possibility and will end up taking incorrect inference and future actions.

So what is the way out?

A careful dealing of the issue. I would advocate you to follow the below step by step process whenever you face with undesired gesture from your team member.

1.       When a person shows an undesirable gesture, try and ignore the same and bring your focus to the matter that you are discussing

a.       50%, just by ignoring you will discourage the person to show any more bad gestures and bring his/her attention back

2.       If the person continues to show different attitudes, suddenly stop the discussion, turn around to him (whether in public or private) and assertively ask if you can help him in any way

a.       Many people doesn’t expect such sudden feedback and hence will shake up and wake up to come in line with you

3.       If a person still continues to show his non alignment, you ask for a formal one on one meeting with him and then do the following during the meeting

a.       Give complete benefit of doubt to him and clearly state that you wanted to have the discuss as you felt he needed some help

b.      Then mention that, he seemed to be in little distress as his gestures showed as if he was not comfortable with the meeting decisions and that you genuinely want to hear out his points

c.       After getting the person to the comfort zone, you hear out to him patiently. There can be 2 scenarios

                                                               i.      The person easily opening up his concerns with you

                                                             ii.      The person not willing to open up

d.      Both have different meanings.

                                                               i.      The 1^st means that he didn’t realize he was causing problem and want to help you in resolving things. Here you have 80% change of person having NO attitude issue and 20% chance of person having attitude issue but is smart enough to conceal it. You have a fair chance to be able to resolve it through mutual dialog.

                                                             ii.      The 2^nd means that he doesn’t even want to acknowledge that he has a problem or he is causing a problem – Here you have 80% chance of an attitude issue and needs more careful further moves.

Now I am taking this for further detailed analysis

Not willing to open up

Stage 1

If it is the first (not willing to open up), that simply means he needs more time. Many managers fail to realize that when people are in denial mode, it just means people need more time. So what do you do now?

Simple, you tell the person “I understand that you might be needing more time” and just conclude the conversation by saying “if you ever feel like sharing the concerns, I will always be a good friend and manager to hear it out. Similarly I too would get back to you in case I have any concerns to share with you”

This opens up an endless means to start communicating with your team member and mentor him to be an effective resource. I repeat. For cases which are such complicated in nature, your every small act has its own impact and hence should be calculated and have human touch. If you have any other or more conversation than above at this stage, it will be counter-productive and over complicated.

Give the person enough time to assimilate the subtle depths of the conversation and let it sync in to his mind the fact that you are a dependable friend and a manager.

Sometimes the nature of the topics that I chose to write has subtleness imbibed in to it and hence might need a lot of introspection, experimentation and implementation from the reader to understand and experience the essence of it. This is one such topic.

Stage 2

Now having done the above step 1, what next?

Now that you have given some time to your team member before you sync up again for another round of talk, you need to start doing some ground work and equip yourself you deal with your team member better in your next confrontation.

You should start relooking in to what you have been assigning him as work. Start giving him works that he finds interest. Look at restructuring the team if required. Do things which would change the situations to suit him.

What this will do is; while the team member is tuning himself for the changes, your positive approach will act as a subtle rider and mentor.

Stage 3

Believe me, now you don’t need to do much. Or, rather you don’t have much to do. You have ignited the fire and have put the required vegetables in the pot. Now let it boil by itself until  ready to served.

What I mean here is that when you have done some bit of work, then you have to learn to sit back relax until the next action time comes.

I will explain this by an example. It is like you have taken your effort to board the bus. Now, until the bus reaches the destination, you have nothing major to do other than to just wait patiently. Once you have reached your destination, then you again have some other action to do. Else your effort to make the journey will not be fruitful. But how do you plan your next action effectively? Simple use the time you sit inside the house to fine tune your plan of action after reaching the destination.

Hope you get my point.

Stage 4

Take the case to logical closure. This means, after your wait, when the time is right, have the conversation with the person again, but with the new changed perceptions and situations.

You no longer should view the person as your old trouble maker. You should know how to see things fresh every time. Keep no baggage of egos and keep reminding yourself that you are here not to justify your stand, you are here to help someone.

Thus, start imbibing the positive vibration and client focussed/organization focussed and delivery focussed dialogues with the team member. Give a sense of collective effort and common higher objective. Slowly lift him from a mere individual to a contributor. Bring out the best in him.

Thus take your case step by step - just baby steps and elevate your role from merely managing people to much higher objective of creating leaders.

Bottom line is every individual comes with certain type of attitude as each individual’s character is shaped in different situations and with different kind of people and experience. So, it is foolishness to expect any one in the team without some attitude issues. It is even more foolishness to criticize it and do nothing else about it.

It is a game of intelligence to take it as a challenge, deal with it and resolve it in amicable manner. Hope this blog has given some direction in doing so. All the best!!

Technique to become Proactive

We have heard a lot about the need to be proactive in professional life. But like all good advises, this also falls in to a category where we are not told how to be proactive. In the run of trying to achieve this goal, we end up achieving different thing and assume that we have been proactive enough and then wonder why still the results are not satisfactory.

In this blog, I am trying to decipher the secret of how to be proactive.

To understand ‘Being Proactive’, we must understand the opposite of it- what we call generally as ‘being reactive’. Being reactive as the name suggests, is to act on an issue once the issue has happened. We sometimes calls it also as ‘Fire-fighting‘ in our day to day work environment. Or in simple terms it is to get to a stage where you think “I wish, I could have done it better …..”.

Hope you are getting my point.

What is being proactive?

Having said what ‘being reactive’ is, I am trying to explain what it means to be proactive. Like for all new management concepts, ‘Being proactive’ requires a small shift in paradigm. While all these days, you kept thinking how I will complete my tasks. Now I am requesting you to change the thought process.

Whatever comes to you as your WISH, from now on, convert it as your NEED.

The moment something becomes your NEED, pro-activeness becomes engulfed in to you. A Wish is always a wish, it might or might not get fulfilled and it all depends on how much effort you have put in to convert your wish to reality.

There is no push to satisfy a WISH or rather there is no such thing as 'Satisfying a WISH'. But you can always strive to satisfy a NEED and there is a natural urge to satisfy a NEED. If your wish is to get highest client satisfaction, unless you convert that wish to your need, you will not start thinking on how to achieve it.

It is like dreaming. To dream you don’t need to pay anything. But to make your dreams in to reality, you need to sweat yourself. Similarly, to simply wish for something, you don’t need to pay anything and you do not hold a stake in the outcome. Are you getting me?

For example, for a normal citizen can only WISH that his country is safe from an alien country. But at the same time a soldier’s mind doesn’t work with simple wishes. He over a period of time has developed a strong will to safeguard his country and the same has become his NEED. In such a situation, his urge to satisfy his NEED gives him the power to anything, including giving up his own life to safeguard his NEED. After winning a war, the soldier become a hero and holds full stake in the victory.

Why? Because he took a pro-active step in his life to joining the army, getting trained, and being on war-foot. This happened because, the whole idea of being a soldier came from the realm of his ‘NEED’ to protect his country than just a ‘WISH’ that his country is safe.

See how simple it is to change things by just changing our perceptions!

Now take this in to the context of a client servicing.

When you think ‘What I need to do to complete my tasks?’, it is a clear reactive mode of client service. Here your tasks are already laid down by the client and you have so much to catch up. Because of this you get in to vicious circle of trying to achieve the targets and never getting over it.

‘Being proactive’ is thinking from

·         ‘How do I ensure, my client is always in delight mode?’

·         ‘How do I ensure, I am completely on top of delivery and all the action items are acted up on with timeliness and quality?’

·         ‘How do I ensure, every small action item during client meetings becomes an input in to process fine-tuning and re-engineering?’

·         ‘How do I ensure. client doesn’t have to remind me of my deliverables?’

·        ‘How do I ensure, all of the above is my NEED and not just a WISH?’

We are taught so many techniques and tools to help ensure all of the above. For example, risk mitigation plans, project plan works sheets, resource allocation charts, Daily activity charts, Action items and so on. But the fact is that, unless this basic shift happens in our mind first, all of the above are just off the shelf products which gets used meaningfully for some period and then becomes a ritual and many time waste of time/effort.

The basic paradigm about these off the shelf tools is that, they can do the issue resolution for us. It is incorrect. They are just catalysts or just some means to achieve the objective. The actual and only requirement to be proactive is to change our perception about ‘how to be proactive?’

I hope this blog has helped you to change the mind-set and tune yourself to ‘Be Proactive’.
Be active as well as proactive. All the best! 

Getting in to a manager's role ? - know the basic shifts

Stepping in to a manager’s league requires major paradigm shifts. I have been instigating these shifts through all my blogs in a very subtle way without creating a feel of changeover of your thought processes.

Whoever has been following my blog would have by now understood that adapting to change is inevitable when you wish to move forward in your career and all my blogs talks about some changes in your paradigm. Interestingly, simultaneous changes have to happen at many facets of your personality including majorly your believes, intentions, thoughts, words and actions.

This blog is specifically dedicated to those young and budding managers who has just got a role change and doesn’t know clearly how to start his management career. I am calling up on you to make change in the way you approach your client, team and management.

Remember, your thought process till yesterday was more of an obedient team member who used to think more like a team member who’s concern about your individual problem outweighed than any other issue larger issue in delivery. You probably would have been thinking

1.       “Why is client so arrogant and always demanding?”

2.       “Why is my manager critical even when I am putting my 100%?”

3.       “Having done my part, what is it more that I can do to help the delivery? Is there any one to give me the clarity?”

4.       “Why should I be blamed along with the team when delivery goes wrong when I have done my bit and the slippage has happened due to other’s negligence?”

5.       Etc.

As a team member, it is quite natural for anyone to think in those lines during the initial stages of his career. But, with the new position that you have got, these thoughts are not apt any more.

So what is the ‘Do the New’?

I will tell you.

Keep the following rules handy.

1.       As a manager, you need to empathize with your team on their feelings and concerns. BUT, do not get succumbed. Because you have a higher role to play

a.       A role to show them the bigger picture and bigger goals of organization/team and wider horizon of their individual career growth.

b.      A role to make them realize that they are currently programmed to think only from a confined limit of a team member and that thinking like that will limit their capacity to test their own strengths. Thereby, unlock a world of hopes, dreams, challenges and most importantly a true manager-team relationship.

c.       A role to break the patterns and paradigms of the team and mould them to realize that they are the next set of managers and to be able to reach there, they need to be ready to change their paradigm.

                Or to put it bluntly, a role to make them realize that they have only 2 options – Either to stay away from challenges or to face it. Shake them up! Wake them up! Be their humble guide!

2.       As a manager, your efficiency in thought processes and action should go to a very high level than ever before.

a.       While you were thinking of job only during your working hours, now you can start thinking of your team and strategies even in your dreams.

b.      You should start investing more time in planning and delegation leaving your team to focus in their individual deliveries which are very well planned and thought for.

c.       Remember delegation and guidance should go hand in hand especially for team members who have not done planned executions before. Many managers make the mistake of just being delegator without showing the team the plan for delivery. This sometimes sadly is also used as an escape mechanism by some people in case of delivery failures without realizing that the ultimate accountability of any delivery lies with the Manager. 

3.       As a manager your ability to support team during crisis is very important

a.       Ability to get in to the resolution ‘without getting in to’ or ‘encouraging’ blame games

b.      Ability to delegate jobs in below order during a delivery crisis.

                                                               i.      Quickly gather team,

                                                             ii.      Get an update on the current causality,

                                                            iii.      Plan for remedy,

                                                           iv.      Temporarily dismantle normal team structure,

                                                             v.      Put new delivery team structure to handle crisis

                                                           vi.      Convey the plan to the team

                                                          vii.      Delegate the works

                                                        viii.      Track the works to  closure

                                                           ix.      Compliment the team for helping you to complete the delivery

4.       You need to develop the skill to be a part of your own team as ‘a manager’ as well as ‘a team member’ at the same time. This is crucial because

a.       When u wear team member’s role, team will start relating you as one among them and will openly share their concerns

b.      When u wear a manager’s role, you will be able to come out of the team member’s limits and guide them to come out of their issues which they shared with you.

Keep changing the roles as required

So, in short, a true manager is multi-faceted. He doesn’t have a specific individuality and doesn’t hold egos. He is not interested in small talks. Or so to say simply, He doesn’t allow anything in specific to take control over him. He can change like a chameleon to suit himself to the situations. He can move like a fish without getting stuck at any obstacle. He can control his emotions an consciously decide to shout, pacify, empathize, sympathize, advise, negate, accept, reject or just about anything possible through human gestures without any baggage of previous experiences and impressions.

A true manager is highly dispassionate, ethical and takes the purest decisions possible at any point of time. Keep striving to become a true manager because true manager is also a true leader who finds bigger meaning to his life and his own ways to serve society in long run.

Thus, being a manager paves way to the overall development of your personality. Embrase change!.All the best to your new role!

Adopting Best practice - From where? and How?

In my earlier blog on best practice (http://mentorsofmanagement.blogspot.com/2011/01/mirror-technique-to-adopt-best.html ), I had mentioned about mirror technique.

This blog is a continuation of that blog wherein I am explaining simple, smart and efficient way of adopting best practices.

What is best practice?

Best practice is the way of achieving a target with maximum possible effectiveness and efficiency with the minimum possible effort. One of the fundamental mistakes that we do is that, we feel best practices can be adopted from only with in the confined limits of your organization or peer organizations. This puts a  major limitation.

Where to adopt best practice from?

The one and only rule that I would like to put forward for adopting best practices is that ‘ Best practices should be adopted from just about any source’.

Be it be from your manager, your peers, your subordinates, peer organization, you parents, relatives, friends, other organizations providing unrelated services, even from strangers, situations and so on.

The beauty of doing it this way is that, you are not wasting your time experimenting best way of doing things. Other people has already put in their time to research, experiment, implement and prove a best practice there by giving you an opportunity of ‘not to reinvent the wheel’.

Let me make it as simple as possible for you to understand. For example, if you are a car manufacturer, how do you adopt best practice?

Can you imagine you making a car with

·         Designed in Italy

·         Technology from Japan

·         Engineering excellence from Germany

·         Labour from Korea

·         Manufactured and marketed in America

·         Tested in India

·         And available at Chinese rate?

This exactly is your expected outlook towards adopting best practice. Embrace the best of all from around the globe and you will be one of the smartest person in the world.

How to adopt best practice?

Having known where to adopt best practice from, now the question is How to adopt best practice. It’s simple but requires pro-active effort from your end.

There are two part to adopting a best practice

1.       Adopting the best practice

2.       Improvising on the best practice

The trick is, once you understand where a specific best practice to be adopted from, you go one level deeper to understand how they do it. Once you know the tricks of the trade, it’s a matter of adopting and implementing the same.

Once implemented the story doesn’t end there, it leads to the next level – The very act of owning it. The only way you can own it is by customizing and improvising the best practise which you adopted to suit your requirements.

Example

Part 1 -  Adopting the best practice - Street beggar saving money

Can you ever imagine you have a best practice to adopt from a street beggar? Let me take that as an example here. The street beggars have the unique ability to save money! – Something which is hard to even dream for most of us J.

How do they do it? The trick is that they live a simple life which requires barely any money other than their food. Their spending is very less proportionate to what they earn. Sometimes, you will be astonished to know that they save much more than most of us by the end of the month!

Isn’t it a wonderful best practice to adopt?

Part 2 – Improvising the best practice - Investing saved money

Now let’s take it one step forward and see how we can improvise on the above best practice adopted

Much to do with their luck, the sad part is that the street beggars do not have enough education and general knowledge that they never think of investing the money. They only know how to save. So all their hard earned money will just die with them without any investment for their kids and their kids end up leading similar life.

So, what is the take away from it? Simple! Improvise on it by investing the saved money. That way you start owning it and be smarter. Which means, your role doesn’t end where you have just adopted the above best practice. You need to slowly own it. Unless you start adding your ideas in to the best practice adopted, it is just another off the shelf idea which got adopted as it is without even checking its fitness in to your specific context.

You can invest in your own education, children’s education, owning a land/house, new business etc. You can find many fine examples where people with their patience and investments have made it big.

Having given a generic example above, now I want to come to our core Topic. How to do this in a professional environment.

As a professional, you all can start identifying the areas where you want to sharpen your skill. I am listing some examples here below as TIPs and the source from where you can adopt the best practice.

The following are some of the example I use for my own adoption

·         Customer satisfaction and impeccable delivery – Implement exactly what you expect from a Multi-cuisine restaurant after ordering your lunch

·         Constant evaluation and alertness – Implement exactly what you expect from the Security guard of your apartment

·         Agility and Dynamism – Implement exactly what a formulae 1 racer expects from the boys at Pitstop

·         Perfectness – Implement exactly what your expect from your Vehicle mechanic while doing the service of your vehicle

·         Timeliness – Implement exactly what you expect from your grocery shop/pizza after ordered for a home delivery

·         Quality – Learn from Japanese people on how to stick to the quality coveted by all

·         Sharpness – Implement exactly what you expect from your advocate would take up your issue and help you resolve it

These are only few, I recommend you sit and invest time to come up with your own best practice sources. Remember, what works for you each one of you need not work for all others. The sources of best practices will change based on people’s observation capacity, ideologies, their understanding of the things around them.

So, explore your capacity and start adopting best practices. All the best!

Tip to managers - How to regulate your thoughts, words and action

This blog is in continuation to my earlier blog http://mentorsofmanagement.blogspot.com/2010/11/managers-thoughts-words-action-needs.html. In that blog, I have mentioned the need to pause, articulate and define your action.

In this blog, as a continuation, I would like to emphasise and explain the need for a manager to be able to regulate his thoughts, words and action.

Thoughts and its regulation

Thoughts are the products of the following two things – Our beliefs and our intentions. I am explaining this using various examples that I can think of.

Beliefs

Beliefs are result of our past experience both through various events, what we happen to hear and what we are taught. It is mainly the impressions that we keep about people, and systems in which they are operating. So as a manager, it is very important for you to delink your words and actions from various impressions that you have built over a period of time through your experiences. Unless you do this, you become one among the team members who tend to get in to day to day tussles. In effect by not delinking and there by thinking dispassionately, you become more a part of the problem than and less a role of problem resolver.

So start questioning your own beliefs & past impressions whenever it tries to influence your decision. Particularly the decision that you take which affects the team or organization.

Intention

Consider the position of a pilot.

From the ‘take off’ to ‘landing’ the entire control of the Journey is with him. He has the ability to fly the flight at whatever levels he wants, whatever speed he wants and even to decide whether to even land or not in a place. This is because the flight is equipped with controls, switches and levers which the pilot can manure to his requirements.

Now relate the pilot as a manager, the flight by itself as the delivery/team the manager handles, and the controls/switches and levers of the flight as manager’s own thoughts. Like the way a pilot can handle his flight by proper regulation of the controls, a manager also can handle his delivery/team through a properly regulated thought.

Now, the controls that the pilot poses can be used as per his intention. If the intention is to land smoothly, he can. if he wishes, he can intend not to land in a specific expected place or to delay the flight making the traveller’s life difficult. Similarly, a manager’s intention also has a major role in what the end result would be.

If the manager’s intention is incorrect, it will reflect in every action that he does, words that he use and even in subtle gestures that he makes.

Take the following example: You might have noticed people generally tend to make the following excuse when things go wrong “my intention was not to hurt anyone”! Doesn’t it sound familiar? There is nothing wrong in what he says and he is correct in telling so in his own terms. But there is something missing here – I.e. the fact that while didn’t want to hurt someone, he also didn’t have specific intention to secure other person’s feeling.

This small thing makes all the difference. As a manager, you cannot escape by lame excuses like above. While you intend to achieve an end result, if you don’t want to have undesired impact during the run for it, you should add all what you want to achieve as a part of your intention. Else there is a fair chance that you get undesirable surprises.

Thus, your intention plays a major role in manifestation as your end results.

Now having said about Thoughts in details, let’s take this to next level. There are 2 by products of thoughts – Words and action.

Words and action & its regulation

Just like the way we understood thoughts as final outcome of beliefs and intention; I would classify words and action as the final outcome of thoughts. Further to it, when we do an action, there is always an end result and it is the end result which is perceived and that matters for outside world. None other than manager has the full stake in deciding how the final outcome should look like.

Simply because the end result is ultimately the outcome of his own beliefs and intentions J. To summarize;

·         Beliefs & intentions regulates the thoughts.

·         Thoughts regulate the words and action.

·         Word and action leads to an end result.

Now let’s see the end result in little more detail.

We can classify the end result under 3 category.

1.       An end result which leads to surprise

2.       And end result which leads to repentance

3.       And end result which leads to pride and contentment

Case 1 - The end result which leads to surprise

These are occasions where you do an activity without focussing on the end result and just keep getting pleasant or unpleasant surprises. This is how a normal average person works. Based on the result, he takes next action which again results in another surprise. And this goes on. In day to day management, we call such kind of delivery as fire fighting or reactive mode of working.

This definitely is not recommended for a manager.

Case 2 - The end result which leads to repentance or reputation damage

This is a result of an action taken with intention which is not in best of interest of the team, people or system. These are also a function of impulsive decisions without much depth in thoughts.

Impulsive emotional emails, on floor fights etc are quick examples. This again is not desirable quality of a manager.

How do you counter the above two cases? Simple! By regulating your thoughts, words and action as mentioned below

1.       Observe the emotions arising out of the impulsive thoughts and give time for it to settle down – don’t try to fish in dirty water. Let the dirt settle and clear the water.

2.       Stay away from taking impulsive action – Patience is a good virtue to have

3.       Try and find out the end objective and ensure it is in the best interest of the team and organization – Have good vision and values

4.       Regulate your action by breaking down you action in to stages –It’s always good to take baby steps first and accelerate your pace as you gain confidence and grip

5.       Thus take calculated risks and moves with an expected end result than leaving the end result to destiny – Let the control be always with you. You need to know how and when to pull the strings for your  puppet show to be successful

When you do things like this, you have full control in our action and even if it goes little unexpected, you always can pull your strings to align it at any point. I do understand this is little complicated topic, but I hope you got what I am trying to explain here.

Having said how to handle above 2 cases, I am coming to the most ideal case.

Case 3 - The end result which leads to pride and contentment

There are certain end results which always gives pride and contentment to the manager, team and organization.  The thoughts, words and action which lead to it are generally very positive and matured. The thoughts, words and action which leads to such end results are the ideal bench mark for a manager.

The end results like high employee satisfaction, continuously maintained client delight, achieving organizational goals like CMMI, ISO, being top among the peers, building a loyal and committed team etc are few examples of such high value end results.

For a manager to achieve or contribute to such high value end result is by way of having a strong vision and values in line with or even better than the organization. The moment a manager’s thoughts, words and action is aligned and regulated in this direction, he surpasses the normal hierarchy and take leaps in organization ladder.

This exactly is the secret of how few people make it to the top positions, while they too at one point of time started from where we all started – from the junior most position in an organization.

As I said, If you want to make it big, let’s take baby steps to start with. Start seriously to observe and regulate your thoughts, words and action. All the best!