Let me Speak..

1) It is always better to take responsibility of others around you.

2) Everyone is important. Even the person we hate the most.

3) Voyage of life: It is one's childhood that sets the fundamentals of life. Youth is the time to experiment new new things. Manhood is the time to experience it. In old age, we sit-back and enjoy the outcome of other 3 stages.

4) Doing mistakes is good, If you find some time to learn a lesson from it.

5) Always be open for discussion. It is equally important to understand what others say. Be little selfish there. Get something out for yourself in every discussion.

6) If somebody speaks to 100 people and if nobody did not understand anything, then it means that either he was speaking to 100 donkeys or 1 donkey was speaking to 100 people.

7) Always find reasons to enjoy life.

8) Miseries are part of life but they are not permanent, so is happiness.

9) Welcoming criticism is difficult, but if you do so you will get the courage to speak.

10) Help others. Get help from others. Life will be easy if you have a win-win attitude.

How to manage failures? Former President APJ Abdul Kalam Speaks.

Question: Could you give an example, from your own experience, of how leaders should manage failure?

Kalam: Let me tell you about my experience. In

1973 I became the project director of India's satellite launch vehicle program, commonly called the SLV-3. Our goal was to put India's "Rohini" satellite into orbit by 1980. I was given funds and human resources -- but was told clearly that by 1980 we had to launch the satellite into space. Thousands of people worked together in scientific and technical teams towards that goal.

By 1979 -- I think the month was August -- we thought we were ready. As the project director, I went to the control center for the launch. At four minutes before the satellite launch, the computer began to go through the checklist of items that needed to be checked. One minute later, the computer program put the launch on hold; the display showed that some control components were not in order. My experts -- I had four or five of them with me -- told me not to worry; they had done their calculations and there was enough reserve fuel. So I bypassed the computer, switched to manual mode, and launched the rocket. In the first stage, everything worked fine. In the second stage, a problem developed. Instead of the satelli

te going into orbit, the whole rocket system plunged into the Bay of Bengal. It was a big failure.

That day, the chairman of the Indian Space Research Organization, Prof. Satish Dhawan, had called a press conference. The launch was at 7:00 am, and the press conference -- where journalists from around the world were pres

ent -- was at 7:45 am at ISRO's satellite launch range in Sriharikota [in Andhra Pradesh in southern India]. Prof. Dhawan, the leader of the organization, conducted the press conference himself. He took responsibility for the failure -- he said that the team had worked very hard, but that it needed more technological support. He assured the media that in another year, the team would definitely succeed. Now, I was the project director, and it was my failure, but instead, he took responsibility for the failure as chairman of the organization.

The next year, in July 1980, we tried again to launch the satellite -- and this time we succeeded. The whole nation was jubilant. Again, there was a press conference. Prof. Dhawan called me aside and told me, "You conduct the press conference today."

I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team. The best management lesson I have learned did not come to me from reading a book; it came from that experience.

What are you going to do with this bundle of talent you see in front of you and when?

A nice article By:

Vineet Nayar

Vice Chairman & CEO, HCL and author of
'Employees First, Customers Second'

Whenever 1 am asked to write on leadership or give advice to young aspiring leaders, I get a bit nervous. I have neither followed any leadership model, nor have 1 read a particular book that shaped by thoughts or followed advice from any guru. For me, leadership has always been a state of mind and not a skill to be learnt. A state of mind of an experimenter, a researcher, an explorer for whom the unknown is a lot more exciting than the known. A state of mind that is not obsessed about getting to the top but excited about "how" to get there. Leadership to me is, therefore, a state of mind that cares little about what others have to say and more about what you have to say about yourself when you stare at that mirror every morning and ask: "Do 1 feel good about my self ?" When a child is given his first toy he tries very hard to break it. Then we teach that child to forget his natural instinct and do what is expected, that is, play with it. 1 was not surprised, therefore, to learn that the word 'manager' owes its origin to the French words 'to manage' which meant breaking a wild horse into submission! No wonder 1 have always disliked that word! Unlearning what is learnt is thus a prerequisite in the journey to be a leader. We are so muddled up, with notions of success and failure, that we often forget our basic instincts. 'Unlearn to learn' is, however, not about revolting and being a 'rebel without a cause'. It is about a journey of self-discovery and asking yourself what is your passion and what drives it.It is also about having the courage to ask, "why not?" If you are thinking that all this is easy to say and tough to do, you are right. But there are many youngsters who seem to be following their passion and instincts and asking the "why nots" more often than the previous generations. I come across and work with many such young bright sparks. If you ask me if there is a common pattern, the answer is 'yes' and 'no'. YES, because there are some common attributes I have observed and NO because leadership cannot be a factory model. 1 remember the advice from a friend at the start of my journey: "The biggest myth of corporate success is that you can push yourself into the next rung. That never works. You have to be pulled up". What he meant was that no matter how talented you are, you can never reach the top on your own. The people in the rung above and below have to support you and find you worthy of being "pulledup". So what makes a great 'pull up' choice?! don't know for sure but let's look closely at four questions that may help define the work style that hinges on collaboration, creativity trust-transparency and disruption.




WHY DO IT ALONE?

People who collaborate and have a

sense of community can reach a goal

more quickly and easily because

they are traveling on each other's

thrust. Though youngsters today

have a natural affinity to collaboration

in the e-world, it is at the workplace

that this attribute needs to be

most evident, as organizations become

continents in their own right

with employees of various nationalities,

culture, gender, backgrounds,

and expertise. Gone are the days of

"me-my team-my manager" islands. I

believe, if your circle of influence

does not impact at least three-four

teams/units then you are yet to embark

on your leadership journey.


WHY DON'T YOU IGNORE THE OBVIOUS?
We live in strange world. One creative idea can become the biggest business in just three years (aka Facebook), or a creative extension of a product can catapult a company into a cult. So if there is one thing that defines the premium of our times, it is creativity A good point to start that process would be to ignore the obvious answers and see yourself as an explorer.


EVERY ONE DOES KNOW
To be an effective leader, your colleagues must trust in you and need to be sold on your vision. In any organization, a leader's actions set the pace. This behavior wins trust, loyalty, and ensures the organization's continued vitality Most successful individuals I have watched have created their edifice of trust by pushing the envelope of transparency. So, proactively share information, foster open dialogues, encourage and provide access to plans and strategies... DO YOU STRETCH AN IDEA FAR ENOUGH? Back in the 1960s, a little known athlete called Dick Fosbury virtually 'inverted' the traditional technique of high jumping, sparking anew revolution in the s port. Before the 1968 Summer Games, athletes used the straddle method — clearing the bar with lead arm and leg and then the stomach. So when 21-year-old Dick Fosbury broke the Olympic high jump record by clearing the bar with his back to it, traditionalists were aghast. "The problem with something revolutionary like that was that most of the athletes had invested so much time in their technique and movements that they didn't want to give it up, so they stuck with what they knew," is how Fosbury explained the dilemma in a recent interview He said it took a full decade before the Flop began to dominate the sport. The revolution came about from the kids who saw it and were willing to try something new, athletes who realized they had nothing to lose! 'Nothing to lose' - yes, that is the biggest strength of the youth and the biggest rope to stretch to create big impact! So develop courage for the untried, affinity for the unimagined and a mind of the unafraid. If you have read this article so far and are still wondering how to put any of this in action, the truth is: I don't know! However, how will you know unless you start somewhere, anywhere? Maybe the best piece of advice I can give you then is to put this newspaper down, ignore what I have said, walk to the mirror and ask yourself the most important question: What are you going to do with this bundle of talent you see in front of you and when?

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