Use your time more efficiently

This post came out from My Paper (1 December 2015)
Title - Use your time more efficiently

Some pointers that I've got are:
1. Schedule your day
2. Have uninterrupted blocks of time
3. Stop multitasking
4. Limit the number of meetings
5. Monitor your breaks
6. Clear out your computer
7. Live, healthy

On Schedule your day

• A common time management tip is to plan your day the night before or first thing in the morning. But creating a to do list is not enough. To be highly productive, take it a step further" schedule your activities.
• This way, you attach a time to when you will complete tasks so you are likely to complete them. It is also a good idea to work on your most important tasks first. Tackling the easiest items on your to do list first is not a good idea because they are not necessarily the most important ones.

On Have uninterrupted blocks of time

• Schedule blocks of time when you can focus solely on the job you need to devote your attention to. This also include turning off your phone and logging out from your email.

On Stop multitasking

• This tip is related to blocking off interruptions. Many people believe they can get more work done by tackling more than one task at a time. However, studies show that multitasking does not work because you do not perform any of the tasks well.
• In fact, researchers at Stanford University found that people who are regularly bombarded with several streams of electronic information cannot pay attention, recall information or switch from one job to another as well as those who complete one task at a time.

On Limit the number of meetings

• Most meetings are unnecessary, not managed properly and ineffective. Often, not everyone present needs to be there. Before you attend a meeting, request for the meeting agenda - this will help to determine if you really need to be there.

On Monitor your breaks

• It is important to take breaks during the day to recharge your batteries and it's unhelpful to consistently work through your lunch hour. Deliberately build breaks into your schedule. 
• But pay attention to how many five minute breaks you take during the day because they quicky add up.

On Clear our your computer

• Organise the files on your computer. How often do you waste time because you can't remember where you filed a document and in which drive? 

On Live healthy

• Drink more water each day. Your body needs to be fully hydrated or you will feel very sluggish and lose focus on task you need to complete.
• Also, exercise and eat healthy so you will have more energy to work on your goals and activities. 

Yours,
Something Small Thinking Big

Understanding how your colleagues work leads to better workplace relationships

This post came out from The Straits Times (28 November 2015)
Title - Think it through - Understanding how your colleagues work lead to better workplace relationships

Some pointers that I've got are:
1. Analytical Thinking
2. Structural Thinking
3. Social Thinking
4. Conceptual Thinking
5. Behaviours

On Analytical thinking

• Make decisions based on objectivity and facts
• Formulate systems
• Solve problems through careful observation and the use of data
• Learn through mental analysis
• Ask questions like "What is the return on investment?" or "Where is the evidence?"

On Structural thinking

• Be cautious of new ideas
• Be driven by the clock and productivity
• Solve problems using sequential thinking with a methodical approach
• Learn from doing
• Ask questions like "What are the next steps?" or "How do we reach the goal?"

On Social thinking

• Favour working as a team and be encouraging to team mates
• Be relational
• Solve problems by tapping on human resource
• Learn from others
• Ask questions like "Who would this policy impact?" or "How can we build better relationships at work?"

On Conceptual thinking

• Connect with the big picture
• Solve problems by mentally exploring all options
• Learn through experimentation
• Ask questions like "What new ideas can we think of?" or "Why don't we make a decision only after all alternatives are thought through?"

On Behaviours

• How we prefer to interact (expressiveness), how we prefer to assert and the pace we prefer to move things (assertiveness), and how we respond to a change we did not generate (flexibility)

Yours,
Something Small Thinking Big

Leaders can play a part in shaping meaning at work

This post came out from The Straits Times (21 November 2015)
Title -What does your job means to you? Leaders can play a part in shaping meaning at work

Some pointers that I've got are:
1. Helping people identify their strengths (abundance focus)
2. Find out what they value
3 Build people to people relationships
4. Build a positive work environment
5. Engage each person on work challenges
6. Shape employees' thinking
7. Incorporate fun in the workplace

On Helping people identify their strengths (abundance focus)

• Everybody has different strengths. Identify these strengths in your employees and help them discover what they are good at. 
• Useful tools are Buckingham's Strengths Finder tool and Martin Seligman's Signature Strength tool.

On Find out what they value

• Do this, and you will find out what motivates your team members Think about what each of your team members value, using these six types of value as a guide.
• Theoretical - Finds solutions, uses facts and data, learns and shares knowledge
• Utilitarian - Keeps things practical, useful, productive, and financially sound; keeps score perhaps with money or points
• Individualistic - Wants to be part of leadership decision making, strives to be the best
• Social - Helps other, puts others' needs above their own, solves problems
• Traditional - Needs rituals or guidance on how to work or live in the best possible way, wants to have operations or traditions to pass down
• Aesthetic - Likes things to be artistic, creative, strives for harmony and balance

On Build people to people relationships

• Build strong relationships with your work colleagues. In your team, have a session to come up with team norms, which are behaviours that you will hold one other accountable for.
• Create opportunities to bond together as colleagues and a team. Get to know one other personally outside work. Get to know your colleagues as people. Help to encourage the building of friendship. If we have friends at the workplace, the workplace would be so much more enjoyable and meaningful.

On Build a positive work environment

• Setting goals and plans - This gives everyone a sense of direction
• Holding people accountable for their actions and deliverables
• Open communication - a leader has to be open, share his inner thoughts and be vulnerable in order to encourage staff to open up. Share information with everyone so that they are updated on what is happening
• Show that you care for them through your actions - this is the heart of leadership
• Deal with conflict - manage and confront it and find a way forward. Don't ignore it

On Engage each person on work challenges

• Engage each employee on work that aligns as much as possible with what they value. Find out what their top work value motivators are.
• Find out where they prefer to work, when they work, and how they work, and try to accommodate these needs.

On Shape employees' thinking

• Leaders should help employees to continuously learn and improve themselves. Build resilience to change by fostering an environment of learning, openness and supporting people through change.

On Incorporate fun in the workplace

• Infuse a sense of fun at the workplace. When we enjoy ourselves, it contributes to our well being at the workplace. Nobody enjoys working in a work environment where everyone is serious all the time. Fun helps to create meaningful work places. 

Yours,
Something Small Thinking Big

Be a networking smartie

This post came out from The Straits Times (21 November 2015)
Title - Be a networking smartie

Some pointers that I've got are:
1. Know why you want to network
2. Decide where and how to do so
3. Tap into social media channels
4. Exit conversations gracefully

On Know why you want to network

• You never know who you have in your network that can introduce you to someone in the company that you wish to find out more/join. Share your past accomplishments with networking contacts so they feel comfortable referring you because they have confidence in your capabilities.
• But networking isn't about what you can get from others; it's about building a relationship. Think about what you can give in return. It's been said often enough that relationships are like bank accounts: You need to first make a deposit before you can make a withdrawal. This is important because successful networking is built on strong relationships. 

On Decide where and how to do so

• Prepare your personal branding statement. This will enable you to give a believable elevator pitch to questions such as "So, tell me about yourself" or "What do you do?". When you attend networking events that align with your purpose, you will not only be able to sound interesting and engaging, but convincing as well.
• Also, consider yourself a host of the event and introduce yourself to others. Start a conversation, then introduce the people you have met to others who may be standing alone.

On Tap into social media channels

• Use social media platforms such as LinkedIn, Twitter and Google+ to reach out to those around you who can provide the benefits of being in your network. Social media platforms are particularly useful in bridging connections between and after events. 
• Use the same social channels to follow up with your new contacts. In fact, make the ongoing connection within 24 hours of meeting someone to solidify the relationship. 
• Rather than just saying "Hi, good to meet you at the event", seek ways to share information and resources that may be of interest to your new connections. 

On Exit conversations gracefully

• If there are key people that you would like to meet at an event but you find yourself in a conversation that you are having trouble exiting, invite the other person you are with to join you while you introduce yourself to others you want to meet. 
• Be gracious about making the exit: The person will remember how you treated him and you will build goodwill in the process.
• If you are an introvert, practice starting a conversation and have some ready conversation starters at your fingertips. Ask a friend to attend the event with you or ask the host to introduce you to a few people.
• As an introvert, you will more than likely have well-honed and well-developed listening skills, so use that to your advantage. If someone says something interesting, ask him to elaborate. Asking questions puts the spotlight on the other person and you will feel less pressure at having to keep the conversation going. 

Yours,
Something Small Thinking Big

Boost your employability

This post came out from The Straits Times (27 November 2015)
Title - Boost your employability - Show how valuable you are at the workplace

Some pointers that I've got are:
1. Plan
2. Exercise
3. Network
4. Communication
5. Initiative
6. Learn

On Plan

• Do research job opportunities thoroughly and make sure your resume is updated and customised for each job application.
• Think out of the box and translate your strengths into skills that your prospective employer could use. Be open to work in new industries or overseas posting

On Exercise

• To face new challenges in life, you must be in excellent form. There are many exercises that will rejuvenate you, and build up your physical and mental stamina.
• You will feel more positive, confident, and genial when you are fit and healthy.

On Network

• Many jobs are acquired through word of mouth recommendations, so networking plays a key role in opening up opportunities for you in the job market. It may take time to network but the effort could provide invaluable as it may provide job leads.
• Be vocal about your strength and abilities, as this will leave a deep and lasting impression during networking sessions

On Communication

• The ability to communicate clearly, correctly and confidently is critical and crucial in today's workforce. The employees who usually do well in organisations are those who communicate effectively with people from all levels, either within the professional or social contexts.
• It is important to improve your communication skills to enhance your working relationships with business associates and colleagues.

On Initiative

• Be pro-active and do not be afraid to embark on new challenges. It is better to try and learn from experience than no try at all. New experiences can be rewarding in many ways. For instance, anchoring a project team or chairing a fund raising event can equip you with job hunting skills and will link you to prospective employers. Don't be shy to showcase your hidden talents that could be your marketable assets.

On Learn

• Learning new skills and acquiring new knowledge is a lifelong process. Your efforts need not always be work related. 
• The more well rounded your development, the more interesting a person you will become, and that can do wonders for your confidence.
• Keep up with what is happening in your industry and profession. Continue to sharpen your skills and learn new knowledge, as it will further enhance your employability.
• Tap on the relevant courses to be more competent in your job. As you become more knowledgeable and competent, you can aspire to a more challenging position.

Yours,
Something Small Thinking Big

Make the most of your job interview

This post came out from The Straits Times (11 November 2015)
Title - Make the most of your job interview - Ask the right questions and get noticed by potential employers

Some pointers that I've got are:
1. Do your research
2. Know what to expect
3. Progression opportunities
4. Dress right

On Do your research

• Being knowledgeable about the company you are applying to gives you an advantage over others during your interview. But most importantly, it gives you an insight into the company's structure, credibility and culture to see if its environment suits you. 

On Know what to expect

• Asking job related questions during the interview gives the impression that you are genuinely keen about contributing to the company.
• One of the most important questions to ask is about your expected job scope. Knowing what you are signing up for helps you to make informed decisions before hand. That way, you can be mentally prepared for the daily work routine. 

On Progression opportunities

• If you would like to grow in the company, ask your potential employer if there is mobility within the organisation so you can climb the ladder. 
• It is good to have some transparency on the job you applied for. Take this opportunity to express your interest in progressing in the company. Get the details on what your expected key performance indicators (KPIs) are, and don't be afraid to ask the interviewer to suggest tips on how to meet the KPIs. Employers are more than happy to share what they expect from their employees.
• Not only will this prevent misunderstandings if and when you join, but it enables you to decide if the job is the right fit before accepting the offer.

On Dress right

• Be sure to dress appropriately to impress the interviewer. Like your resume, your outfit for the interview should be appropriate for the industry you are in.

Yours,
Something Small Thinking Big

Traits of star staff

This post came out from The Straits Times (XX Month Year)
Title - 9 traits separate star staff from the rest: Study

Some pointers that I've got are:

Best employees set stretch goals and adopt high standards for themselves. This is in contrast with average workers who conclude that producing great work and doing it quickly means more work.

When average contributors find problem-solving and possessing professional expertise as the most important attributes of any individual employee, the best workers characterised working collaboratively and fostering teamwork as most necessary.

Volunteering to represent the group was also an important trait of best employees as they see it as a chance to network and learn beyond the scope of their individual role. They are also the first to embrace change, no matter how much inconvenience it causes.

Star employees also take the initiative instead of waiting for direction. But, then again, they also stay accountable, following up on all other committments that they make to the team.

Researching before making decisions, and understanding consequences is a rule for star employees, who also do not dwell on other people's errors.

Best employees learn from their mistakes. Most people over react to their mistakes at work. As a result, they end up trying to hide them or to continue behaviours that have already proven unproductive.

Lastly, they can stand out by providing honest feedback to their co-workers. It is not a matter of chastising people, but of raising new questions and offering suggestions based on what has helped you in the past.

Yours,
Something Small Thinking Big

The art of networking

This post came out from The Straits Times (6 November 2015)
Title - The art of networking. It is all about how you handle people relations

Some pointers that I've got are:
1 Show regard
2. Win respect
3. Gain a reputation
4. Earn rewards
5. Planning and purpose

On Show regard

• If you treat people right they will treat you right - 90 per cent of the time, said Franklin D. Roosevelt.
• There are people who believe that networking involves 'using people', and thus they do not practice it at all. There is nothing intrinsically good or bad about networking - it is really how we conduct ourselves. The rules of networking apply to life as well.

On Win respect

• If you treat people with integrity and respect, you will have an advantage at whatever you do, wherever you are. 

On Gain a reputation

• When it comes to doing business by referrals, we all know that we put our reputation on the line when we refer people to service providers or suppliers that we know. The one expecting referrals must have done something to gain the trust of the one referring him or her. It is not automatic.
• Effective and purposeful networking, like fine art, cannot be rushed. We have to nurture the contacts to develop them into networks of relationships. 
• What about bad experiences? Bear in mind that we cannot control the people around us. The next time you find yourself being taken advantage of by a fellow networker, instead of retaliating or burning bridges, give him or her a wider berth.
• Preserving our reputation allows us to reap better harvests at future networking events.

On Earn rewards

• Prospecting is not networking. If you think you deserve the remuneration or recognition, you need to first build credibility and trust before you approach friends, clients or business associates to refer you business. 

On Planning and purpose

• Nothing in life gets done without a well thought out game plan, including business networking. While it is true that you should always be in the networking mindset and connect with people whenever the opportunity presents itself, you will achieve the best results if you are organised and follow a clearly crafted networking plan.

Yours,
Something Small Thinking Big

Improve your productivity

This post came out from The Straits Times (5 November 2015)
Title - Improve your productivity. Make the most out of the time you have at work

Some pointers that I've got are:
1. Administrative work
2. Unnecessary meetings
3. Dealing with e-mails
4. Being interrupted

On Administrative work

• A study by Intuit, an accounting services firm for small businesses, found that the average small business owner in Australia spends a third of their time handling administrative tasks, when they should probably focus on the bigger picture.
• Smart businesses, on the other hand, do not waste valuable time to save a few dollars, which is why many small and medium enterprises (SMEs) have made the switch to a serviced office to free up more time to focus on the core of their business.
• Outsourcing administrative work may feel daunting to the all controlling entrepreneur who wants to manage all aspects of work, but learning to outsource and delegate work to the right people is a mark of a good leader.

On Unnecessary meetings

• We have all been to one - a long meeting consisting of the needless congregation of far too many people who are not directly involved nor prepared to participate actively in the meeting.
• Aside from having a clear agenda and maintaining good meeting etiquette by being on time, another proven technique to have productive meetings is for a stand up meeting. 
• Studies have shown that time taken to make decisions is cut by a good 34 per cent when decisions are made by people who are standing up. This means less chatter and more clear-headed decision making.

On Dealing with e-mails

• It is estimated that employees take as long as 16 minutes to regain their focus after handling incoming e-mails. 
• One good tip here is to divide your time accordingly. There is no need to check e-mails every five minutes. 
• Prioritising your time and knowing when you have the bandwidth to follow up with e-mails can increase productivity by leaps and bounds. It is far more productive to work according to your own schedule, rather than someone else's. 

On Being interrupted

• The average employee has to put up with 56 interruptions per day, and 80 per cent of those interruptions are considered trivial.
• Time is most definitely not on your side. So if you want to make the most out of every work day, you need to find ways to cut down the needless activities that are hurting your productivity.

Yours,
Something Small Thinking Big

Handling leadership transitions

This post came out from The Straits Times (29 October 2015)
Title - Handling leadership transitions - How companies can make a smooth transition

Some pointers that I've got are:
1. Vision and execution of an eagle
2. Bravery and risk-taking character of a lion
3. Diligence and toughness of an ox
4. Connection and empathy of a human

On Vision and execution of an eagle

• An eagle's vision to develop a compelling shared vision and make it happen. Many leaders have great vision, but few can make them shared.
• To ground the change, vision alone is not sufficient. It should not be top-down, but instead build on strong consensus reached with stakeholders.
• But this is easier said than done, especially if there are entrenched old habits, vested interests and different ideologies.

On Bravery and risk-taking character of a lion

• Instead of getting demoralised after experiencing some setbacks and limited successes, great change leaders will not throw in the towel easily. Instead, with their lion-like bravery and strength, they will overcome any challenges in their paths.
• Unlike their weaker counterparts, they are not easily intimidated and will continue to press forward, even when there are real and tangible risks to their reputation, fortune or life.
• Despite the many challenges, highly effective change leaders are fearless in their pursuit of changes, and willing to take enormous risks to complete the mission.

On Diligence and toughness of an ox

• To succeed in this difficult and tough journey, great change leaders must demonstrate the tenacity of the ox's diligence and toughness to work continually until the mission is accomplished. 

On Connection and empathy of a human

• Many changes are not successful not because of poor vision, or lack of diligence or toughness on the part of change leaders. Instead, it is often due to a lack of connection and empathy, especially when change is pushed down quickly with little engagement and communication, creating superficial support, background resistance and pushback. 
• To connect with stakeholders, change leaders must strive to build genuine and rich relationships with them. The process must be nurtured through long term engagement and care. In times of difficult and unfair treatment, change leaders must also have the courage to stand up and lead the pack out of unfavorable situations. 

Yours,
Something Small Thinking Big

What not to say during your salary negotiation

This post came out from The Straits Times (23 October 2015)
Title - Negotiate like an expert

Some pointers that I've got are:
1. Asking about what the position actually pays
2. "Yes, that sounds fine"
3. "I am looking for X"
4. "Is that all you are offering?"
5. "No"

On Asking about what the position actually pays

• It is okay to ask. However, asking this question may only indicate that you did not conduct enough research about it. The negative part of this question is it will make you look like you are lazy or ignorant.
• A disadvantage to asking this is it shows that you are leaving the decision up to them. Of course, choosing to leave the decision about your salary up to them is advantageous on their art since it gives them the chance to save a few hundred dollars. 
• But what about what you want? Choosing to take this path also goes to show that you are not assertive enough.

On "Yes, that sounds fine"

• Negotiation always start at something, which in the case with salary is at a specific amount. Remember, it is just the starting amount, which means there is still a big possibility for it to increase, depending on how the negotiation goes.
• Therefore, it is not advisable for you to accept the first offer given by your potential employers. Show them your worth and explain why you are valuable. More importantly, always negotiate for a higher figure.

On "I am looking for X"

• There is a reason why a salary negotiation is made. There is also a reason why potential employers give the first offer. 
• But it is not recommended for you to start and throw the first number. It is a negotiation after all, so make sure you leave some room to discuss with your potential employer until you reach a happy agreement.

On "Is that all you are offering?"

• You are here to negotiate. You do not want to offend your potential employer, which is what is likely to happen if you say this. 
• Never say this, even if it is clear that the figure that they are offering to you is laughable.

On "No"

• You are negotiating, which means it is important for you to be flexible and willing to provide counteroffers. This is especially essential if the offer given to you is not what you are looking for. When you make such a final statement, you are effectively closing the door with regard to the offer that is right in front of you.
• This phrase sounds like a threat as well, which is likely to end the negotiation. 

Yours,
Something Small Thinking Big

How to be a highly effective leader

This post came out from The Straits Times (24 October 2015)
Title - How to be a highly effective leader - You need to have these five traits

Some pointers that I've got are:
1. Independence
2. Assertiveness
3. Optimism
4. Self actualisation
5. Self regard

On Independence

• People who are independent are self reliant thinkers. They may consult others to be sure that they have all the information and ideas that they need. But when the time comes, they make up their own minds. People who are not independent often overly rely on other people's advice. 
• You can gauge how independent you are. Are there people without whom you believe you could not run your company? If so, you may not have fully developed your ability to think independently. After all, what if something unfortunate happens to that person tomorrow? What will you do? 

On Assertiveness

• People who are assertive are able to articulate their ideas clearly and with confidence. Assertiveness is often confused with aggressiveness. Aggressiveness is an attempt to coerce, and usually creates anxiety in the listener Assertiveness communicates that both parties are safe, as in "I'm not trying to hurt you and I won't let you hurt me".
• Successful leaders need to be able to articulate their ideas assertively and clearly, or employees will not be able to follow the leader. 
• If you find that people do not tell you all-important information, they may be afraid of you. While some of this may be an irrational response on their part, it may also mean that your communication style needs modification.

On Optimism

• Optimism includes but goes beyond anticipating a bright future. Having hope for the future is clearly important. Who would want to follow someone who expects doom and gloom?
• However, disappointments do occur. How optimistic a leader is will determine the quality of his or her responses to setbacks. Optimistic leaders will see setbacks as temporary, not permanent. You will probably find them saying things like "We will have other opportunities and chances". 
• Such leaders will acknowledge their own contributions to the failure, but also recognise that there are factors at play that are outside of their control. Their self blame is not excessive.
• Optimism creates resilience. It is fine to take disappointments hard, as long as you do not brood about them for too long. If it takes you a significant amount of time to bounce back from disappointment, it may be useful to learn more about how to think optimistically.

On Self actualisation

• People who practice self actualisation often love what they do. They have a passion for their work and look forward to going to the office. However, they also have a balanced life. Other aspects of their lives beyond work make them happy. 
• This balance contributes to success because taking a break from the job creates real refreshment and, thus, clearer thinking. 

On Self regard

• People with strong self regard have an accurate picture of their strengths and weaknesses. They are proud of their strengths and acknowledge their weakness without shame. This is important because shame paralyses.
• Acceptance helps us to adapt to what cannot be corrected. A leader with high self regard will hire people whose skills complement his own. A leader who has an unrealistic picture of his own strengths and weaknesses has a low chance of hiring the best people.

Yours,
Something Small Thinking Big

Eight traits that successful people have

This post came out from The Straits Times (24 October 2015)
Title - Eight traits that successful people have

Some pointers that I've got are:
1. Passion
2. Resilience
3. Desire to learn
4. Love for hard work
5. Adapt great ideas
6. Faith
7. Take risks
8. Confidence

On Passion

• The goal of my career is not to make money. I just work from the heart.
• The only way to do great work is to love what you do. 

On Resilience

• Rock bottom became the solid foundation on which I built my life.

On Desire to learn

• Looking at the technology with the eyes of my customers, normal people's eyes.

On Love for hard work

• To be interested in what you are doing. My general attitude to life is to enjoy every minute of everyday. A business has to be involving, it has to be fun, and it has to exercise your creative instincts. 
• I never do anything with a feeling of 'Oh Go, I've got to do this today."

On Adapt great ideas

• Make the idea your own by tailoring it to suit customers, because copying others can't make you great.

On Faith

• You can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust the dots will somehow connect in your future. You have to trust in something - your gut, destiny, life, karma, whatever.

On Take risks

• I remained optimistic - because happiness for me has always been going out and trying to beat the odds. 

On Confidence

• I know the only future I could count on is one that I shall build for myself. I recognise that my better future is dependent upon a better me. 

Yours,
Something Small Thinking Big

Start that vital chat about your career path (II)

This post came out from My Paper (20 October 2015)
Title - Start that vital chat about your career path

Some pointers that I've got are:
Do the following before having that career talk

• Write down your values and personal mission statement
• Specific questions to answer that will direct the conversation include:
• What are your strengths and what areas do you need to develop?
• What are the critical skills in your job and how would you rate your performance?
• What are the key issues driving the company? How can you help to solve them?
• What are the major trends shaping your industry and how will they affect your job and the organisation?
• What skills do you forsee that you need in the future?
• What are your short term and long term career goals?
• Which goal will position you best for the future?
• In what ways can you stretch yourself to increase your skills to make you more valuable to yourself and to the organisation?
• What specific actions are you willing to take in the upcoming year to achieve your career goals? What are some anticipated barriers that will prevent you from achieving your goals? What are some strategies to work around or overcome them?
• List your accomplishments in the organisation and the impact they had. Gather your "fan mail" - communications from clients, customers, and senior level managers, thanking you for the work you do.
• What is your expected outcome of the meeting? Create an agenda based on your expected outcome from the conversation with your manager.
• Rehearse your conversation with your boss before the meeting, anticipating your manager's responses based on what you know about him. Practice until you feel confident.
• Schedule the meeting with your boss and give him a copy of the meeting agenda. 

Yours,
Something Small Thinking Big

Play up right skills to get the job

This post came out from My Paper (3 November 2015)
Title - Play up right skills to get the job

Some pointers that I've got are:
1. Revamp resume, focus on skills
2. Prepare for objections

On Revamp resume, focus on skills

• A resume gets you an interview and an interview lands you the job. You cannot land a job if your resume screams "I'm over qualified", filtering you out. Scale down your resume to prevent a hiring manager from overlooking you because of your extensive experience.
• Be strategic when deciding how to scale down your resume. Make sure that your resume tells a story and follows a logical sequence.
• When revamping your resume, remember to focus more on skills and accomplishment than on job titles. Use the words from the job advertisement to match your skills with what the employer wants. De-emphasise your skills that are not required for the job. 
• If you are consistently told that you are over qualified, tap into your network of contacts to open doors for you. A recommendation could go a long way. You could also get the opportunity to speak to the hiring manager or another person of influence. 

On Prepare for objections

• Prepare before the interview to handle objections to hiring you because the hiring manager feels you are over qualified. Some of these objections may be disguised, so pay attention to the hiring manager's non-verbal communication such as facial expression and body language. 
• Objections could really mean, "You won't be happy here", or "You won't be here for long because this is a stepping stone for you", or "You are after the hiring manager's job". Prepare a response that will address each of the objections, and discuss them before the hiring manager raises them.
• For instance, you could say: "If there's any concern that I won't be happy here, that cannot be further from the truth." Then state what you have researched about the company (or role), and why you would like to apply yourself to adapting to the new skills needed for the role.
• If you have new training, skills and certifications that show that you are up-to-date, talk about that in the interview. 
• Demonstrate a positive attitude by showing that you are interested and enthusiastic about the new position. That said, do not overwhelm or overload the interviewer with your vast experience. Certainly, do not lie to talk about non-existent skills.
• In the end, the hiring manager wants to know that taking you on board would not be a lost cause in short term investment (in orientation and training), but that given your long time experience, you will be an asset to the company.

Yours,
Something Small Thinking Big

Start that vital chat about your career path

This post came out from My Paper (20 October 2015)
Title - Start that vital chat about your career path

Some pointers that I've got are:
1. How do I fit into the firm?
2. What and how do I develop?
3. What is expected of me?
4. How will my talents and contributions be recognised?
5. How am I doing?
6. What is next for me?

On how do I fit into the firm?

• It is important to understand how your role fits into the organisation, so you can see how you are contributing. This career dialgoue helps you to map your job journey with input from your manager. It is also helpful to let him know what your career aspirations are.

On What and how do I develop?

• Although you are going to talk about employee development with your boss, think about what you want professionally and do not leave it entirely up to him.
• Think about the possible gaps in your skills and how you might fill them. Then listen to what your boss has to say about your development needs and the best ways to develop them, because he may have an entirely different perspective from you.

On What is expected of me?

• It is crucial to ask this question every now and again to ensure that your goals and aspirations align with those of the organisation.
• You need to know and understand what is expected of you, what you are responsible for and how your work is measured and evaluated, so you can perform well in the role. 
• Let your manager know what resources you will need to perform your job well. Work with him to set career goals with attached timelines, clarify what needs to be done and discuss how you will be rewarded and recognised for the work you do. 

On How will my talents and contributions be recognised?

• People want to know how their contributions will be recognised. A career chat is the perfect time to let your boss know what your interests are and you can take the opportunity to work on your personal brand. 

On How am I doing?

• Employees need to know how they are doing so they can course-correct, if needed. They want to take on meaningful projects that make an impact. 
• Take the opportunity to find out from your boss how others perceive you. Solicit feedback whenever you need it and do not wait for performance review time.

On What is next for me?

• It males sense to map out your career path so you have a sense of where you want to go next. During this conversation, share your career map and ask about opportunities and the business landscape. This conversation allows you to make changes to your development map and find out how each choice will impact your work journey.

Yours,

Something Small Thinking Big

Make headway in your first job

This post came out from The Straits Times (28 October 2015)
Title - Make headway in your first job

Some pointers that I've got are:
1. Deliver high quality work
2. There is no substitute for sheer hard work
3. Be a team player
4. Know the protocol and etiquette
5. Build positive relationships with co workers

On Deliver high quality work

• A newcomer should be open to learn on the job and ask questions when in doubt. It is critical that you put in 110 per cent of effort and strive to outperform yourself.
• Aim to surpass what your bosses expect of you. Work to 'under promise and over deliver'.

On There is no substitute for sheer hard work

• Success comes with its own set of sacrifices and painstaking diligence. Achieving excellence at work, dedication to the team and organisation goals cannot be achieved if one watches the clock. Be prepared to sacrifice personal time when needed, like staying back after work or even working weekend when necessary. 
• Senior colleagues may frown upon Generation Y newcomers who watch the clock, speak of 'work life balance' when they have yet to prove themselves.

On Be a team player

• New employees are likely to work in teams, and one way to success is to take on a selfless approach towards team work - that is, differentiate yourself by working towards the success of others, not only score on your own report card. 
• Deference to other team contributors or giving credit to your colleagues may earn a newcomer the reputation of being the silent but critical force and success factor behind the team. For those who are able to do more, influence with confidence, passion and excellence as you interact with your team members.
• On the other hand, you must be discerning and not let yourself get exploited by anyone who takes advantage of your goodwill.

On Know the protocol and etiquette

• Every organisation has its own unique set of unwritten rules and culture. Know what can and cannot be done at work. Many of these can be sussed out when a newcomer is self aware and sensitive to the work environment. 
• Consult and seek approval from your supervisors, especially on new initiatives. Keep them informed of what you are working on. The support of your supervisors contribute towards success at work.

On Build positive relationships with co-workers

• Colleagues can often be role models and sources of support and inspiration. Tap on their expertise, experiences and strengths. 
• Depending on whom you lunch with, power lunches can be opportunities to download precious lessons from experienced colleagues.
• But watch your behaviour and what you say when you are socialising with your colleagues. Don't air petty grievances or you may earn an unwanted reputation of being a 'complaint king or queen'. As newcomers, opinions whether solicited or not, should be thoughtful and measured. 

Yours,
Something Small Thinking Big

Five secrets to staying motivated

This post came out from The Straits Times (27 October 2015)
Title - Five secrets to staying motivated

Some pointers that I've got are:
1. Visualise where you want to be
2. Find the right fit
3. Embrace challenges
4. Disengage when you need to
5. Positive self image

On Visualise where you want to be

• Ask yourself: "What do I really want?" The more you keep asking yourself that question, the closer you get to the core reason that drives your motivation. This enables you to strengthen your resolve on a decision or see through a particular task. 
• Have a vision board, which can be used to display your life goals and things that matter the most to you. It serves as a constant visual reminder of what you really want to achieve, giving you the motivation to continue in the long run. 
• Knowing where you are headed is vital. Having a sense of purpose rejuvenates you as you stop to reflect on the contributions you are making. You motivate yourself when you know that your are making a positive difference.

On Find the right fit

• Motivation is a result of engaging in work that suits you. Try discovering your strengths and weaknesses with tools like DISC profiling. They help you to find a job that fits your personality. This includes working in an environment that is conducive to work productivity. 

On Embrace challenges

• Take on adversity with a positive mindset. Overcoming challenges creates satisfaction, which in turn gives a person a surge of positive energy that spurs him or her to want to strive for greater things. 

On Disengage when you need to

• Spend time with your loved ones when not working. Your bonds with your loved ones are an effective antidote to stress and discouragements faced day to day. There will be days when you feel burned out. When that happens, spending quality time with your children and parents will remind you why you choose the path you are on. Their support and love can give you the positive energy that refreshes your motivation to keep going.

On Positive self image

• You deserve to look and feel good. For example, dressing professionally and presentably affects our mood positively and how people treat us at work, which adds to your motivation to perform. 
• When we feel motivated, other people will sense it and want to work with us. This recognition gives us a positive affirmation of our self worth. 

Yours,
Something Small Thinking Big

Improve your powers of persuasion

This post came out from The Straits Times (17 October 2015)
Title - Improve your powers of persuasion - Harness positive psychology techniques to increase your sphere of influence

Some pointers that I've got are:
1. Identify your strengths through the VIA survey of character strengths that can be taken online for free.
2. Detect the strengths in others (one to one) - hone your ability to identify the strengths in others by learning how to ask powerful questions so that you can adjust the way you communicate accordingly.
3. Learn to build specific strengths that will enable you to speak better or more authentically, and connect with your audience using your emotional an social intelligence so as to create an ideal platform for communication.

Yours,
Something Small Thinking Big

Take your emotions to work, but with subtlety

This post came out from My Paper (13 October 2015)
Title - Take your emotions to work, but with subtlety

Some pointers that I've got are:
1. Happiness
2. Anger
3. Disappointment
4. Passion

On Happiness

• By showing up to work in a great mood, I give my colleagues the chance to broach topics with me in a more comfortable space; and even though I still cringe on the inside, I make it a point to smile and say "sure".
• Nobody's in a great mood all the time, so being happy to the point of being idealistic may give people a pause to consider how genuine you really are. Being yourself is important - authenticity is of vital importance as a leader.

On Anger

• Expressing anger will have a powerful effect on the people around you, especially if they look up to you. The entire world around you will fluctuate as a result, and so it's key to show anger only when the level of honesty will achieve something. 
• Note that there is an important difference between getting angry and losing your temper. Anger and the expression of it can be healthy, but it's a potent tool. 
• The question is whether showing this person your reaction will help them to understand the gravity of the situation and spur them to greater heights, or simply make them scared of you. 
• Losing your temper, on the other hand, shows a lack of control and you will lose the respect of  people around you immediately. 
• Expressing anger is the emotional equivalent of dropping a large rock in a pond. You can drop only the rock, but the waves created by that action is entirely out of your control. 

On Disappointment

• Disappointment sticks with you. When someone respects his boss, an expression of disappointment is going to have a huge impact. 
• The relationship between managers and staff is deep. Everything from promotions to pay rise to opportunities for growth stem from bosses' feedback about their employees. That means when expectations aren't met, staff will take it very seriously. 
• As a manager, if you are going to let someone see that you're disappointed in them, you'd better be more than sure that you've set them up for success. Very often, managers set their workers up to failure by providing inadequate support or clarity on what's required. 

On Passion

• Passion is infectious. When you work for someone ho's passionate about what they do, you often feel connect to something bigger than yourself. Passion gives you a sense of purpose in your work that no amount of goal-setting and mid-year performance reviews will ever achieve. 
• Showing passion for what you do helps you cross that line between management and leadership. When you really believe in what you're doing, you have a certain inner buzz, energy and enthusiasm, which others will find infectious. 
• When you can communicate your passion to others, they will follow where you lead. As with all things, it's important not to be a constant bubbling pot of emotions, otherwise people will get passion fatigue. 

Yours,
Something Small Thinking Big

Boost your confidence

This post came out from The Straits Times (10 October 2015)
Title - Boost your confidence - Feel better about yourself with these easy tips

Some pointers that I've got are:
1. Letting others' opinions affect us
2. Comparing ourselves with others
3. Seeing only our limitations and not our potential
4. Being afraid to make mistakes
5. Allowing our confidence level to remain low

On Letting others' opinions affect us

• Ring-fence the comments. Write them down. Challenge them. Accpeting them at face value without doing a proper analysis to determine if the comment holds any truth is detrimental to your confidence.

On Comparing ourselves with others

• Understand that the people who admire have their fair share of flaws and inadequacies too - but they choose to keep on moving instead of staying still to admire others. Have a balanced view of people. It is far more useful to tend to our own backyard than watch others. 

On Seeing only our limitations and not our potential

• Do not compare your background or looks with others. Think about what you have instead of what you do not. 

On Being afraid to make mistakes

• It is perfectly alright to make mistakes. It is part of growth and progress in all aspects of our lives. Mistakes serve as great teachers, and help us to learn, reflect and recognise our resources before moving forward.

On Allowing our confidence to remain low

• Each time your confidence level drops, remind yourself of this scenario. Like stacking cards, every time you replay this scene, it brings a new level of confidence. Over time, it will become a permanent part of you.
• When you are empowered with the right beliefs about yourself, you will be able to scale greater heights in your career and relationships, and lead a life filled with joy and fulfilment. 

Yours,
Something Small Thinking Big

Influence your team into action

This post came out from The Straits Times (8 Oct 2015)
Title - Influence your team into action - Achieve the best results by motivating your team the right way

Some pointers that I've got are:
1. Are your people emotionally invested with you?
2. Is your influence only a title or expert power?
3. Giving and taking completes the cycle

On Are your people emotionally invested with you?

• The first thing you need to do is to get the team to care about the project. If they are treating it as their everyday work, you cannot expect them to go above and beyond their job description to fulfil the larger goal.
• Psychologists have found that people do not like to be told what to do. But what we do at work place has been telling people what to do! 
• That does not mean we should not provide instructions, but getting people to buy into your message is the key, and is more effective than having them tell themselves that this is the right thing to do. 
• Your role as the team leader is to facilitate the emotional investment process. The key is to make your team leaders take personal responsibility for the project. For that, you have to influence them to take ownership of the project and treat it like their own. As long as they feel they are putting in the effort for someone else's benefit, they will not be motivated to deliver results. 
• Applying the principles of influence here is important. You have to influence your team without making it obvious. If they feel you are forcing them to work harder, the end result would not be the most ideal one.

On Is your influence only a title or expert power?

• A lot of tact and shrewdness is required to get your team to listen to what you are saying. People know you are in charge, but you would also need to know your stuff. This is also known as expert power.
• Having expert power will increase your authority on top of the title given to you. Afterall, a title without expert power diminishes over time and zaps away influence from you.
• When applying the principle of authority, be sure to be subtle. If you are pushy and get in your team members' faces too much, you will encounter resistance.
• In short, showing too much authority will backfire as people will see you as heavy handed. 

On Giving and taking completes the cycle

• As a leader, the principle of reciprocation is another relevant principle you can apply. Be sure to take good care of your team members and express concern for every individual. Buying snacks to reward your team once in a while works wonders too.
• This will make it easier to request that your team members meet their deadlines and ensure that their work is of a quality the stakeholders would be impressed by.
• To achieve this, you can also use social proof by pointing out teams from other departments that have delivered in terms of performance, and using that as a form of competition and positive benchmark.

Yours,
Something Small Thinking Big

Improve your negotiation skills

This post came out from The Straits Times (6 October 2015)
Title - Improve your negotiation skills

Some pointers that I've got are:
1. Probe
2. Organise
3. Listen and leverage
4. Interest
5. Communicate
6. Ending

On Probe

• Probing is not only getting the finer details, but also about being emotionally sensitive by asking the right questions at the right time.
• When doing probing questions, ask yourself why are you doing this, how do you think this action is going to help you.

On Organise

• You need to mentally prepare yourself when negotiating, as it can be a time consuming and emotionally draining process.
• Try to make yourself as comfortable as possible to ensure that the negotiation will go as smoothly as possible.

On Listen and leverage

• When negotiating with others, be sure to listen to what is said and unsaid. Non verbal cues constitute 55 per cent of communication.
• Leverage refers to utilising information shared among the parties involved in the negotiations. 

On Interest

• Establishing rapport is important, and understanding the other party is vital. When someone shows genuine interest when speaking to you, determine where their interest lies as quickly as you can. Be sincerely interested in their interest so that you can deepen the level of connection.

On Connection

• Watch how you communicate to the other party as this could either break or make the deal. It is easy acceptable to use slang or colloquial words when talking to your peers, but not with the parties involved in the negotiation. Keep your language simple and concise to avoid misunderstanding.

On Ending

• How one concludes the negotiation process is equally important as the introduction. Ideally, questions should have been answered or more time requested for either party to get back to the other.
• If specific action is required by either party, that should be clearly stated as well.

Yours,
Something Small Thinking Big

Mind your Es and P

This post came out from The Straits Times (3 October 2015)
Title - Mind your Es and P

Some pointers that I've got are:
1. The first E: Positive Energy
2. The second E: The ability to Energise others
3. The third E: Edge, the courage to make tough decisions
4. The fourth E: Execution, the ability to get the job done
5. The final P: Passion

On Positive Energy

• The ability to thrive on action and relish change. People with positive energy are generally extroverted and optimistic. They make conversation and friends easily. 
• Create energy you need to get rid of the things that stifle energy, including meetings, ill-conceived projects, poor-performing products and bureaucracy.
• Leaders with energy never rest on their laurels. Feeling that nothing is ever good enough, they aim to improve everything.

On The ability to Energise others

• People who energise can inspire their team to take on the impossible - and enjoy the challenge. Such leaders are enthusiastic. They bring the best people in and bring the best out in people. They inject people with confidence and give credit when things go right.
• They do not micro-manage, give their employees some clear goals and allow them to determine the level of support they need to achieve these goals. 

On Edge, the courage to make tough decisions

• Leaders with edge are competitive and know the value of speed. They know when to say yes and no.
• Leaders with edge: make timely decisions (even tough ones), tackle problems head on, deal well with change, identify new ideas, markets and opportunities, remove non performers, take calculated risks, encourage others to take risks and reward them for trying, look people in the eyes and tell them the truth, take ownership and responsibility for things that go wrong.

On Execution, the ability to get the job done

• They deliver, not just meeting their targets but constantly exceeding them. They put decisions into action and push them forward to completion, even through resistance, chaos or unexpected obstacles. 
• Knowing the answers to these questions is a prerequisite to execution - What does my competitive environment looks like? In the last three years, what have my competitors done? What have I done during the same period? How might my competitors attack my business in the future? What are my plans to beat them? 

On Passion

• Passion is a heartfelt, deep and authentic excitement about work. Such leaders care about their colleagues winning, love to learn and grow, and love seeing people around them do the same. They also tend to be passionate about everything in life. 

Yours,
Something Small Thinking Big

Important questions to ask before accepting a job offer

This post came out from The Straits Times (2 October 2015)
Title - Before making the leap

Some pointers that I've got are:
1. Is my pay adequate?
2. What kind of progressive wage model does the company have for me?
3. How far will I have to commute to get to my new workplace?
4. Will I be doing something that can make me happy?
5. Will I be able to explore new things?
6. Are my potential workmates nice?
7. Does the job give me time to enjoy myself?

Yours,
Something Small Thinking Big

Ensure your colleagues are coping well with pressure

This post came out from The Straits Times (1 October 2015)
Title - Keeping your team mentally fit

Some pointers that I've got are:
1. Tackle the stigma
2. Recognise the warning signs
3. Set clear and reasonable expectations
4. Get involved

On Tackle the stigma

• The feeling of being unable to cope with the pressures of working life is often seen as a weakness, and many workers are reluctant to admit that they are having difficulties. 
• That is why it is important to promote awareness and foster a supportive environment for your team.

On Recognise the warning signs

• A lack of concentration
• Amplified emotional reactions, including hostility or defensiveness
• Reduced motivation, commitment or confidence
• A decrease in appetite
• Increased smoking or alcohol consumption
• Fatigue or lateness, which might suggest sleeping problems

On Set clear and reasonable expectations

• Sometimes, managers go overboard with their expectations. It is thus important for you to learn how to negotiate and make the workload less heavy for yourself.
• As a general rule, managers should not assign work to employees who do not have the necessary experience, confidence or skills to adequately handle the task, or drop a new set of reports onto the already overflowing desk of someone who is still trying to catch up.
• It is easy to match employees to work assignments when managers are well aware of their skills and limitations. But sometimes, workers may not be keen to admit that they cannot handle something assigned.
• Hence, it is crucial to create an atmosphere of open communication, in which your team members can be honest about what they can and cannot reasonably expect to achieve.

On Get involved

• The last thing you want for a stressed out employee is for them to feel that they are unable to seek help. Be approachable and supportive, and encourage them to feel able to talk about their difficulties. It could be as simple as helping them organise and prioritise their workload. 
• However, be discreet: the worry of being perceived as incompetent or unable to cope is a form of stress in itself, and you wouldn't want to make things worse. Catch them at an appropriate moment and have a quiet word. You might find that when you ask, they are open to talking about something that they would never have dreamed of bringing up themselves. 
• If all else fails, take the team out for drinks, or give them an extended lunch break if your deadlines allow it. They will get the chance to have a little fun and let their minds recover from the stresses of the office. 
• Problems with stress and anxiety are rarely completely cured overnight. Being aware of the situation and trying to do contribute to a workplace where employees have better mental health is far better than not doing anything at all. 

Yours,
Something Small Thinking Big

Eight ways to boost your self confidence

This post came out from My Paper (6 October 2015)
Title - Eight ways to boost your self confidence

Some pointers that I've got are:
1. Look at your inner circle
2. Always be prepared
3. Update your skills
4. Stay positive
5. Slow down your speech
6. Build on your successes
7. Create a 'pick me up' list
8. Accept non perfection

On Look at your inner circle

• It is often said that you are the sum total of the five people who are closest to you. Are the people in your inner circle positive or negative?
• Reduce the number of Debbie Downers in your life, and include more people with a positive mindset and attitude. This helps to improve your self confidence.

On Always be prepared

• If you fail to plan, you have planned to fail. The more prepared you are for your meeting, the higher your self confidence. When you have done everything possibly do to prepared, you remove the fear, or at least reduced it. 

On Update your skills

• There are times when you do not feel confident in your abilities because you have identified gaps in your skills. If that is the case, take the time to acquire the skill. Learn everything you can about the field in which you work. Once you have removed the skill gap, your self confidence will soar.

On Stay positive

• Do not accept failure as final. Use it as a feedback to study the lessons learnt, so you will do better next time. 
• Practice shutting down the negative voices because there is a solution to every problem you can face. Worrying will get you nowhere. When you know that you can deal with any situation, the negative voices lose their power, and you boost your self confidence. 

On Slow down your speech

• Most people speak too quickly, so others often miss some of what they are saying. Speak slower and enunciate your words. People with power, influence and authority speak slower because they believe that they have something important to say.
• Just slowing down the speed at which you speak signals that you are worth listening to, and that will boost your self confidence.

On Build on your success

• Set small goals that you can achieve. When you achieve them, you can set goals that are slightly bigger, and you can keep on doing that because success build on other successes.
• Also, step outside your comfort zone by doing things you think you cannot do. You will feel good with the successes that you are building on, which does wonders for your self confidence.

On Create a 'pick me up' list

• People can be really tough on themselves, and you are often much smarter than you give yourself credit for. Set aside some time to create a list of your accomplishments over the past three year. You may be very surprised by what you discover. 
• Whenever you are feeling down, take a look at your list, and that will immediately make you feel more confident.

On Accept non perfection

• Cut yourself some slack and quit trying to be perfect. When you quit trying to be perfect, you remove self doubt, which increase your confidence level. 

Yours,
Something Small Thinking Big

6 ways to find meaning in your job

This post came out from The New Paper (28 September 2015)
Title - 6 ways to find meaning in your job

Some pointers that I've got are:

Follow these tips to become more enthusiastic at work
1. Perform one task differently each day
2. Learn something new each day from someone who is preferably from another department
3. Try eating at different places every now and then to get new insights and experiences
4. Learn something new from another industry and apply what you learn to your work
5. When tasked with a dull job, tell yourself, "Let's make this fun!" and your actions will follow
6. Laugh at yourself when you make mistakes. Laughter relaxes your mind, and relaxation is the first step towards creativity

Yours,
Something Small Thinking Big

Think you deserve a promotion? Prove it

This post came out from My Paper (22 September 2015)
Title - Think you deserve a promotion? Prove it

Some pointers that I've got are:
1. Stretch your boundaries
2. Do not be too irreplaceable
3. Demonstrate high EQ
4. Speak the company's language
5. Do not be afraid to ask for it

On Stretch your boundaries

• To get promoted, you have to o above and beyond. Taking on additional responsibilities without being asked is not only a great way to demonstrate your work ethic, energy, and skills, but it also lets your boss know that you are ready (and able) to expand your scope. 
• When you take on more than the norm, your boss cannot help but think that you are capable of a bigger role. This includes showing that you are willing to take risks by making innovative suggestions.

On Do not be too irreplaceable

• The key here is not to be seen as the only person capable of performing the necessary duties in the position that you want to move on from.
• If you do, your boss will conclude that promoting you is not worth the trouble (and risk) of finding someone to replace you. The best way to find a balance between doing your best and showing that you are ready for more is by developing other people.
• Make sure that there are others who know how to do important aspects of your job. Plus, teaching is a critical leadership skill. 

On Demonstrate high EQ

• No boss wants to be known as the one who promoted a short fused person. Once you are promoted, your behaviour is a reflection of the judgement of the person who promoted you. 
• Show your boss that you have enough self-awareness to acknowledge your weaknesses and to work to improve them. This will prove you are capable.
• Emotional self control is the result of hard work, not an inherent skill.

On Speak the company's language

• Bosses appreciate vision more than anything. They love it when you see what could be useful to the company over the long term and tell them about it in a language they understand. 
• It is no longer enough to simply be an expert at what you do; you have to demonstrate that you understand how the work you do serves the business. 
• Speaking the right language will not only show that you are interested in more than your current role, but will also demonstrate your intelligence and fit within the company.

On Do not be afraid to speak for it

• Not everyone wants to be promoted; some people are perfectly happy doing the same job for years on end. If you do not tell your boss otherwise, he may assume that you are one of them. 
• It is important that you have something specific in mind - if not a specific job title, then at least a clear idea of what the responsibilities might include and how this ties in with your career goals. 
• If the job requires skills you do not have yet, outline your plan for acquiring them. 

Yours,
Something Small Thinking Big

Affirming good behaviour in employees boosts their morale

This post came out from The Straits Times (3 October 2015)
Title - Show your appreciation

Some pointers that I've got are:
1. Always engage people in positive thoughts
2. Re-direct the performance of underachieving employees
3. Change your mindset

On Always engage people in positive thoughts

• As a leader, you are the bastion of hope and aspiration. You need to keep a positive outlook so that people who report to you can use you as their guide to help them achieve their peak performance. 
• To do so, converse with your staff regularly and try to comment on their positive performance and how much you appreciate them for it. When you do this constantly, your staff will start to see you as someone who is genuinely interested in their welfare and productive behaviour, and they will continue to act accordingly.

On Re-direct the performance of underachieving employees

• It is your unwritten role to help these underachievers redirect their actions to a more productive mode. There will be a natural tendency for you to criticise their behaviour and actions. But such criticism does not in any way help to improve the situation. Rather, it may create more tension and add stress to the situation, which might send the employee's performance into a downward spiral.
• If you keep this up, your employee will lose all the trust and faith they have in you and may simply stop functioning effectively. 

On Change your mindset

• As a leader, you have to change your mindset of how you want to treat your people, who are looking up to you for guidance.
• If you constantly conduct an appreciative inquiry on how your employees are performing, and your instructions are always intended to help them overcome their limitations and perform at their peak, they will start doing the same to others who are reporting to them.
• This will create a domino effect and result in a positive work environment. 

Yours,
Something Small Thinking Big

Is it time for a change?

This post came out from The Straits Times (7 October 2015)
Title - Is it time for a change? How to know if you should take the plunge and start a new career

Some pointers that I've got are:
1. Analyse the situation
2. Set goals
3. Find a mentor
4. Prepare for the transition seriously
5. Take action

On analyse the situation

• What exactly is it that is making you feel stuck and unmotivated? Is it the fact that you have been in the same routine for years and have no clear vision of your career progression? Or are you lacking passion for your job?
• To determine why exactly you are feeling this way, highlight the pros and cons of your job and list out what you see yourself doing in a few years time. It does not matter if it is something unrelated to your current field. The important thing is to identify what is not making you happy. 
• Perhaps you have certain tasks in your job that you love more than the rest, and feel that certain aspects of the job that you dislike are holding you back from progressing. Identify what these duties are, and speak to your manager about the possibility of changing your job scope. 

On Set goals

• Once you have identified whether you want to progress within your company or switch jobs, set attainable goals. It is good to have an end goal to work towards, but you should be able to take small steps to reach your dream career in the near future. 
• Map out your goals and timeline for change you are preparing for, whether that entails taking on new responsibilities or a completely new role. 

On Find a mentor

• After you have put together what you want changed in your near future, seek the advice of someone who can give you good advice on the type of profession that will suit you best. 

On Prepare for the transition seriously

• It is crucial to have an open mindset when planning to start over in a new industry. Access your abilities and weaknesses, and understand your likes and dislikes. Leverage on your connections and network of contacts. 
• Update your resume and include everything you have learnt in your career so far, along with major accomplishments and reliable references. 

On Take action

• Start asking your boss or human resource team for opportunities of a transfer or promotion. If you are applying for a job in another company, apply only for jobs that you feel are a step up from what you are currently pursuing or pertain to the field you are passionate about.
• Be prepared to start with a lower salary if you are switching to a different industry. You do not have the experience in the field yet to command a high salary, but starting on the right footing with a suitable job albeit a lower pay may get you there more quickly. 

Yours,
Something Small Thinking Big

How to bounce back after losing your job

This post came out from The Straits Times (19 Sep 2015)
Title - How to bounce back after losing your job

Some pointers that I've got are:
1. Emotional impact
2. Other issues
3. Coping with job loss
4. Confronting grief
5. Get organised

On emotional impact

• Although losing one's job is not the same as the prospect of losing one's life, the same elements can still manifest themselves in our emotions. 
• In the early stage, an employee facing the possibility of being laid of may tell himself as part of his initial denial that it will affect some of his colleagues, but not himself.
• As the reality sinks in that he is being laid off, he may be angry over his perceptions of "why me?" and other injustices.
• Such anger can be directed at his past employers, those who are retained, himself, family members or other convenient targets.
• Bargaining can take the form of hope of subsequent re-employment within the same organisation or securing an alternative job within a short time. 
• Feelings of sadness and depression will soon set in as his daily job routine is disrupted and he is separated from his usual role, which gives him his identity and self-worth.
• As time passes, he begins to adjust emotionally to the job loss and eventually comes to accept what has taken place and prepare himself to face the challenges ahead.
• Overall, losing a job affects different people in various ways as each person grieves in a unique manner despite the general patterns of human thought, feelings and behaviour. 
• We must also understand that the passage of grief is a process and the stages of grief may overlap, occur in any order or simultaneously be of varying intensity and unpredictable duration, and may disappear and reappear at random.

On Other issues

• Economic concerns are often a natural consequence of job loss as a person thinks of the monthly expenses and bills, as well as mortgage instalments to be paid. 
• At the same time, we are all social beings who need to relate to one another. Losing a job will disconnect us from our former colleagues, resulting in feelings of loneliness and isolation. 
• Furthermore, if we identify ourselves by our jobs and derive meaning and purpose from our work, job loss can shatter our world view - we could feel empty and directionless. 
• We also need to remember that job loss will affect the dynamics of the whole family. Everyone in the family needs to adapt to changes since all these factors will significantly impact spousal and parental relationships. 

On Coping with job loss 

• The loss of a job usually presents major coping challenges in managing grief. May people will ignore their grief to concentrate on their finances and search for a new job. 
• However, the emotional distress can negatively impact our ability to function effectively by disrupting our concentration and impairing our judgement.

On Confronting grief

• Talking about the loss: Do this with someone who understands what we are going through and can empathise with us. Grief shared is grief halved. 
• Resolving issues: Many of our emotional issues arise from having the wrong perceptions and our unconscious desire to hold convenient targets of blame for our suffering.
• Finding new meaning: As we question our assumptions about how the world works, we need someone to encourage and guide us to re-examine and reconstruct a new world view that can accommodate our job loss experiences. 

On Get organised

• A job loss leaves a big void in us and we need to organise ourselves to fill it up. Inactivity will soon breed helplessness, which pushes us deeper into our grief.
• Addressing our grief requires that we not only attend to the emotional pain, but also maintain a positive problem-solving attitude and proactive approach.
• Acting on what is in your control: Do not look too far ahead, just do what you an each day. Focus on your present resources and strengths to make whatever adjustments are necessary and start looking for a new job. Keep away from negative people who only complain and take no action.
• Establish an active routine: Put routine back into your day and make a daily job search plan. 
• Maintain helpful relationships: Do not isolate yourself but maintain contact with people who may be able to help you in your job search. Remind them that you are looking for a job and seek their support.
• Learn from experience: Rejection is a common experience during a job search. Find out why you are not selected as an avenue for self improvement. 

Yours,
Something Small Thinking Big

Reap the benefits - What you do before and after a networking event matters

This post came out from The Straits Times (22 Sep 2015)
Title - Reap the benefits

Some pointers that I've got are:
1. Planning and preparation
2. After the networking event
3. Learning from each event

On Planning and preparation

• For each networking event you attend, spend some time before hand researching it and its participants so that you know who you are going to talk to. You could also think about how many people you intend to speak at each event.
• Create a networking game plan, create an interesting story and think about scripted questions to ask others, as well as achievable long term goals. If you are well prepared, your confidence will come through naturally.
• During the event, keep track of everyone you talk to and any pertinent details required for your next action step. Do not rely on your memory. After shaking the hands of 10 or more individuals, you will have trouble remembering who you have talked to and what you both talked about.
• For professional networking to be effective, a positive mindset is absolutely essential. You need to be positive in order to motivate yourself to get out there and meet people. When you radiate positivity, it attracts people to you.

On After the networking event

• It is absolutely crucial to follow up with your contacts in power networking. Even if you are able to meet 100 people a day, nothing will develop if you do not follow up with them. Your initial meeting should grow into a relationship, which is your ultimate objective.
• When you follow up quickly, you stand out from the others. If you take too long, the warm contact will become lukewarm, even cold.
• To follow up, call or email your contacts. Start by reminding the person who you are. Apart from saying your name, job his or her memory by telling them when and where they met you. 
• Next, continue the conversation which started at the event. This will bring the interaction to the next level. Continuing the conversation may include asking for more information, sharing something you think they will appreciate, offering some kind of help, or arranging to meet up over lunch or coffee.
• In your follow up, be yourself. Do not try to hide your true intentions and just you did during the initial meeting, strive to be positive and make a good impression. Be transparent and real, but do not sound needy.

On Learning from each event

• Although meeting and following up with your contacts takes time, do not stop attending networking events. You may scale it back to once a week or so, but you should keep the momentum.
• An excellent way to measure your networking progress is to look at the things you have done for your new contacts. You can set a goal of doing something for someone everyday. It could be something as simple as providing helpful information or referring them to another contact who can help them. This is a great way to measure how effective your networking efforts are because it focuses on what you do for others, instead of what others do for you - which more often than not, pays off eventually. 

Yours,
Something Small Thinking Big

5 tips for new graduates to get hired

This post came out from The Straits Times (23 Sep 2015)
Title - 5 tips for new graduates to get hired

Some pointers that I've got are:
1. Craft an effective cover letter and resume
2. Leave a positive impression during interviews
3. Be an intern who over delivers
4. Follow your passion
5. Network to open doors

On Craft an effective cover letter and resume

• Highlight your assets and achievements in a concise manner instead of rambling about laundry lists of insignificant duties. Use direct action verbs including led, troubleshot, researched, innovated, demonstrated and attained. 
• Find out about the qualities, transferable skills, content knowledge and experience level required of the job. Suss out what employers are looking for and highlight how you meet such requirements in your cover letter and resume.
• If possible, quantify your statements using numbers, percentages or costs. 
• Refrain from repeating chunks and paragraphs from your cover letter on your resume. The objective of a resume is to present a succinct factual history of your educational qualifications and employment history.
• A cover letter should provide subjective information such as your interests, values, motivation, and how the company culture appeals to you.

On Leave a positive impression during interviews

• Present yourself well. Do not be overly flustered by unexpected or difficult questions. Interviewers are more interested in whether you are able to maintain your poise and composure when challenging questions are posed to you.
• Competency-based interviews are increasingly common and serve to assess whether candidates have the abilities required for the role. 
• Situation - Provide a concise context (who, what, where, when, and how) comprising real life examples.
• Task - Talk about what you had to deliver and the specific challenges or constraints you faced (client expectations, deadlines or a tight budget).
• Action - Elaborate on specific actions you took. These should indicate the abilities required for the role, like initiative, teamwork, or perseverance.
• Result - Summarise your achievements and the learning points you took away.

On Be an intern who over-delivers

• If you are on internship, treat it as a job and not an academic module you need to pass. Show a keen interest in learning and do your best to deliver consistently high standards. 
• The internship method of hiring is highly favored because of the reduced risk of a poor job fit, as compared to the traditional route of holding several one to two hour interviews with a candidate whom the company had no prior work interaction with. 

On Follow your passion

• Be wise and courageous enough to affirm your strengths, talents, and interests, and stand up for what you would like to do for a living.
• Passion, in addition to a massive dosage of discipline, is key to the enthusiasm, zeal and motivation to keep you persisting when the going gets tough. 
• If you settle for a job because of prestige or career security, instead of how it brings out your strengths, your job satisfaction is likely to fade quickly, leaving you uninspired. 

On Network to open doors

• Stay in contact with your lecturers, internship supervisors, career coaches and classmates. They may be aware of job openings in their company or the industry suitable for you. 
• Tertiary education institutions may regularly hold recruitment talks and alumni mentoring sessions. Attend as many networking events as possible and speak to industry players. If you are painfully shy, teaming up with your friends and classmates might make the experience less daunting.
• Approach key speakers at the end of the event and follow up with specific questions and feedback via email. In this way, you will have a deeper understanding of the industry demands or company culture. 

Yours,
Something Small Thinking Big

How to embrace complex change

Article from Harvard Business Review by Linda Brimm

Some pointers that I've got are:
A framework for thinking about change and involves navigating through the Seven C's

1. Complexity

• People may felt overwhelmed by the number of variables to consider. Some respond by seeking simplicity and, as a result, either revert to the stable status quo (which stunts growth) or ignore the problematic aspects of the change to make the decision easier (but not necessarily wiser). 
• Both coping mechanisms are counterproductive. To kick off a successful change effort, you must embrace its complex dynamics. Take careful inventory of all the factors at play by thinking about them on your own, talking to affected parties, and seeking third-party counsel.

2. Clarity

• You have to fully understand, organize, and prioritise all the factors to reduce your anxiety about them. The clearer you are about what's most important to you, the less anxious you feel, and the easier it is to find even greater clarity. This task requires deep reflection along with conversations with the right external resources. You should rely on people in your network who will listen without judgement and will set aside their own preferences and biases to help you weigh the pros and cons of the change. 

3. Confidence

• An executive must feel capable of managing the change while realizing that many challenges can't be predicted or controlled. You want just the right amount of confidence. Too much, and you risk missing key or newly emerging information. Too little, and you'll be paralyzed in the face of the difficulties inherent in the change process. 
• Belief in oneself is mostly conditioned by life history, but it can be facilitated by small actions, such as connecting with someone who offers personal support, resolving even minor problems associated with the change, or envisioning a successful outcome. This positive outlook is critical to maintaining the energy required for the remaining C's in the cycle.

4. Creativity

• Innovation is key to any successful change effort. When confronted with problems - early or late, large or small, expected or unexpected - you must find creative but realistic solutions, adapting strategies used in the past and developing new ones. Again, look to trusted members of your network and seek out new contacts with relevant experience to test your ideas and help you generate solutions. 

5. Commitment

• Once you're ready to commit to a good, realistic course of action and implement it to the best of your ability, you need to close off other options - including escape - and move forward. This is often the hardest step, bu there can be no change without it. It is helpful to think about this decision not as right or wrong but as a different path. You're no longer weighing the pros and cons of the decision or second-guessing it. You're working to make it successful. 

6. Consolidation

• This phase involves letting go of the previous situation so that new possibilities can arise. Some aspects of your old identity must be set aside or abandoned as you adapt. People at a new company who use 'we' to refer to their former employer have not yet consolidated the change; 'we' should mean the current team.
• Some individuals get through this stage by focusing not on what they've lost but on what they've gained. They regard change as developmental - something that brings them closer to a 'true self' or to possibilities they might now achieve. Surprisingly, anchors in your past daily life - even as minor as familiar foods - may help provide a stable basis for safe experimentation with your new identity. 

7. Change

• The final step in the process is living into the change, savouring its positive outcomes while dealing with any unintended consequences or new challenges that arise. This is't a static state, of course. You must also be on the lookout for new opportunities that may lead to your next change effort. 

Yours,
Something Small Thinking Big

Design Thinking Comes of Age

Article from Harvard Business Review by Jon Kolko

Some pointers that I've got are:
1. What is a design-centric culture?

• Focus on users' experiences, especially their emotional ones. To build empathy with users, a design-centric organisation empowers employees to observe behaviour and draw conclusions about what people want and need. Those conclusions are tremendously hard to express in quantitative language. Instead, organisations that "get" design use emotional language (words that concern desires, aspiration, engagement and experience) to describe products and users. Team members discuss the emotional resonance of a value proposition as much as they discuss utility and product requirements. 
• Create models to examine complex problems. Design thinking, first used to make physical objects, is increasingly being applied to complex, intangible issues, such as how a customer experience a service. Regardless of the context, design thinkers tend to use physical models, also known as design artifacts, to explore, define, and communicate. Those models - primarily diagrams and sketches, supplement and in some cases replace the spreadsheets, specifications and other documents that have come to define the traditional organisational environment. They add a fluid dimension to the exploration of complexity, allowing for nonlinear thought when tackling nonlinear problems. 
• Use prototypes to explore potential solutions. In design-centric organisations, you'll typically see prototypes of new ideas, new products, and new services scattered throughout offices and meeting rooms. Whereas diagrams such as customer journey maps explore the problem space, prototypes explore the solution space. They may be digital, physical, or diagrammatic, but in all cases they are a way to communicate ideas. The habit of publicly displaying rough prototypes hints at an open-minded culture, one that values exploration and experimentation. Design-centric companies aren't shy about tinkering with ideas in a public forum and tend to iterate quickly on prototypes. 
• Tolerate failure. A design culture is nurturing. It doesn't encourage failure, but the iterative nature of the design process recognizes that it's rare to get things the first time. Employees in every aspect of the business must realize that they can take social risks - putting forth half baked ideas, for instance, without losing face or experiencing punitive repercussions.
• Exhibit thoughtful restraint. Many products built on an emotional value proposition are simpler than competitors' offerings. This restraint grows out of deliberate decisions about what the product should do and, just as important, what it should not do. By removing features, a company offers customers a clear, simple experience. 

2. What are the challenges?

• Accepting more ambiguity. Design doesn't conform easily to estimates. It is difficult if not impossible to understand how much value will be delivered through a better experience or to calculate the return on an investment in creativity. 
• Embracing risk. Transformative innovation is inherently risky. It involves inferences and leaps of faith. If something's hasn't been done before, there's no way to guarantee its outcome. Leaders need to create a culture that allows people to take chances and move forward without a complete, logical understanding of a problem.
• Resetting expectations. As corporate leaders become aware of the power of design, many view design thinking as a solution to all their woes. Designers, enjoying their new level of strategic influence, often reinforce that impression. Design, however, do not solve all problems. It helps people and organisations cut through complexity. It is great for innovation and works extremely well for imaging the future. But it's not the right set of tools for optimizing, streamlining, or otherwise operating a stable business. Additionally, even if expectations are set appropriately, they must be aligned around a realistic timeline - culture changes slowly in large organizations. 

Yours,
Something Small Thinking Big